Entrepreneurship Development Programme (EDP) in …Entrepreneurship Development Programme in Food Processing] December 2013 Institute for Integrated Rural Development- IIRD, …

Report on

Entrepreneurship Development Programme

(EDP) in Food Processing

Venue: Rajiv Gandhi University, Arunachal Pradesh

(15th -20th November 2013)

Sponsored by

National Institute of Food Technology Entrepreneurship and

Management (NIFTEM)

(An Autonomous Institution under Ministry of Food Processing Industries, Govt. of India)

Sonepat, Haryana, India

Organized by

Institute for Integrated Rural Development (IIRD) Center for Entrepreneurship and Skill Development (CESD)

(A unit of IIRD, ISO 9001:2008 Certified Institute)

IIRD Complex, By Pass Road, Shanan, Sanjauli, Shimla-6, H.P., India

Ph. +91-177-2640761, Telefax: +91-177-2843528

Email: [email protected] / Website: www.iirdshimla.org

December, 2013

mailto:[email protected]

http://www.iirdshimla.org/

[Entrepreneurship Development Programme in Food Processing] December 2013

Institute for Integrated Rural Development- IIRD, Shimla 2

CONTENT

PARTICULARS PAGE NO

ACKNOWLEDGEMENT ............................................................................................................ 5

PREFACE ...................................................................................................................................... 7

ABOUT IIRD ................................................................................................................................ 9

INTRODUCTION....................................................................................................................... 10

BACKGROUND ......................................................................................................................... 11

OBJECTIVES ............................................................................................................................. 12

DAY – 1 ........................................................................................................................................ 13

SECTION – 1............................................................................................................................... 13

Inaugural Session .................................................................................................................................... 13

Mission of NIFTEM ............................................................................................................................... 16

Discussion on Objectives of the EDP Programme .................................................................................. 17

Feedback from Participants ..................................................................................................................... 17

Entrepreneurship Definition & Entrepreneurial Process ......................................................................... 18

SECTION – 2............................................................................................................................... 19

Entrepreneurship Procedure .................................................................................................................... 19

Proper Planning for Enterprise Management .......................................................................................... 20

Launching of the Enterprise .................................................................................................................... 21

Management of Enterprise ...................................................................................................................... 22

Characteristics of an Entrepreneur .......................................................................................................... 23

Soft Skills for Entrepreneurs ................................................................................................................... 25

SECTION – 3............................................................................................................................... 27

Case studies of Successful Food Processing Enterprise including Strategies for Successful

Entrepreneurs .......................................................................................................................................... 27

Case – 1: CREMICA group .................................................................................................................... 27



Case – 2: Krishna Pickles ....................................................................................................................... 28

Case – 3: Ingty Dal Mills, Assam ........................................................................................................... 31

DAY – 2 ........................................................................................................................................ 33

SECTION – 1............................................................................................................................... 33

Whom to Approach for What? ................................................................................................................ 33

SECTION – 2............................................................................................................................... 36

Planning for Small Scale Food Processing Industry ............................................................................... 36

Some prerequisites and requirements to start the projects ...................................................................... 39

SECTION – 3............................................................................................................................... 42

Role of different Financial Institutes in setting of the Food Enterprise .................................................. 42

Small Industries Development Bank of India (SIDBI) ....................................................................... 42

DAY – 3 ........................................................................................................................................ 45

SECTION – 1............................................................................................................................... 45

Role of District Industries Centre (DIC) ................................................................................................. 45

Role of National Bank for Agriculture and Rural Development (NABARD) ........................................ 47

SECTION – 2............................................................................................................................... 50

Role of Krishi Vigyan Kendra (KVK) .................................................................................................... 50

National Small Industries Corporation (NSIC) ....................................................................................... 52

Ministry of Small and Medium Enterprise (MSME) .............................................................................. 54

SECTION – 3............................................................................................................................... 58

Ministry of Food Processing Industries (MoFPI) ................................................................................... 58

SECTION – 4............................................................................................................................... 64

National Mission on Food Processing (NMFP)- A centrally sponsored scheme of MoFPI ................... 64

DAY – 4 ........................................................................................................................................ 75

SECTION – 1............................................................................................................................... 75



Role of National Horticulture Board (NHB) ........................................................................................... 75

North Eastern Regional Agricultural Marketing Corporation Limited (NERAMAC) ........................... 78

SECTION – 2............................................................................................................................... 80

Business Opportunity Guidance.............................................................................................................. 80

SECTION – 3............................................................................................................................... 87

Brainstorming on Product Identification of Food Processing ................................................................. 87

DAY - 5......................................................................................................................................... 89

SECTION - 1 ............................................................................................................................... 89

Individual Counseling on Product Identification in Food Processing .................................................... 89

SECTION - 2 ............................................................................................................................... 90

Preliminary Project Writing – Profile PPR Formulation & Discussion .................................................. 90

VALEDICTORY SESSION ....................................................................................................... 96

Industrial visit of Local Food Processing Industries ............................................................................... 97

CONCLUSION ........................................................................................................................... 98

ANNEXURES .............................................................................................................................. 99

Annexure1. Press cuttings related to the Programme ............................................................................. 99

Annexure 2: Participants Database ....................................................................................................... 101

Annexure 3: Feedback .......................................................................................................................... 110

Annexure 4: Bill .................................................................................................................................... 110



ACKNOWLEDGEMENT

Food is one of the basic needs of man, and the advances in production, processing and marketing

of food in its varied forms is one of the main foundation on which the present human civilization

rests. In this context our Institute- Institute for Integrated Rural Development (IIRD) Shimla

is proud to play a small yet significant role in igniting and nurturing the Entrepreneurial

ambitions of a group of young and enthusiastic participants of the Entrepreneurship

Development Program (EDP) in Food processing at Itanagar, Arunachal Pradesh.

First and foremost we are indeed thankful to the National Institute of Food Technology

Entrepreneurship and Management (NIFTEM) for giving us a valuable opportunity to

conduct this programme. The confidence and faith showered upon us by the authorities of

NIFTEM kept our spirits high and helped us a lot in the successful implementation of the

training program. We strongly believe that such training programs will pave a channel through

which the creative energies of our country‟s youth can be fruitfully directed.

The pivotal role played by the Department of Mass Communication, Rajiv Gandhi University

(RGU)-Itanagar has been invaluable in the implementation of the EDP programme. We would

like to tender a special thanks to all the functionaries of the Rajiv Gandhi University for having

gracefully accepted our request to conduct the programme at their University premises at such a

short notice. We would like to take this opportunity to thank Mr. Moji Riba, Head Dept. of

Mass Communications, RGU for his guidance and support all throughout the programme. The

local coordinator of the programme Mr. Sunil Koijam, Assistant Professor, Dept. of Mass

communications, needs special mention for his untiring efforts in making the program a grand

success. Without his organizational skill and acumen this program would not have been possible.

I would like to thank the entire staff and the students of the Department for having supported the

program in every possible manner.

The Inaugural Session of the EDP programme was conducted in the august presence of the

Honorable Director, Trade and commerce, Arunachal Pradesh, Mr. Tokong Pertin as the Chief

Guest of the function. We remain indebted to him for his gracious presence and for inspiring the

participants and the resource persons through his wonderful inaugural speech.



The priceless contributions of the resource persons from various departments of RGU- Itanagar,

namely Ms. Devi Baruah, Assistant Professor, Department of Commerce, Dr. Lijum Nochi,

Assistant Professor, Department of Economics and Dr. Tasi Kaye, Assistant Professor,

Department of Commerce, are gratefully acknowledged. The mastery expositions of their

respective subject matter have benefitted the participants greatly and we are indeed thankful for

their unstinting effort in making the programme an impressive event.

The training programme would have been incomplete without the Industrial Visit to one of the

local Food Processing Industries, and for making this possible we are thankful to the Bosco

Integrated Development Centre, located at Yupia/ Tigdo, Papum Pare district, Arunachal

Pradesh for having allowed us to visit their food processing unit. The help and support rendered

in this regard by Mr. Danda Baishya, Food processing expert and Mr. Fanuel Kashop,

Marketing Officer, Bosco Integrated Development Centre is duly admitted.

Our Sincere acknowledgement also goes to Mr. Pradeep Kumar, Chief Editor of Arunachal

Front who graced the valedictory function as the Chief Guest. He is one of the founding

members of the Mass communication Department at RGU- Itanagar and a pioneering and

renowned personality in the Media of Arunachal Pradesh.

Director

IIRD- Shimla



PREFACE

The present Report entitled, “Entrepreneurship Development Programme (EDP) in Food Processing”

is focused on imparting entrepreneurship skills to the youths of North east India. This is a premier work

of the Institute for Integrated Rural Development (IIRD), Shimla which covers the training programme

details undertaken for entrepreneurship development in food processing. This programme is linked with

the EDP programmes of the National Institute of Food Technology Entrepreneurship and

Management (NIFTEM) established in Sonepat, Haryana. The main emphasis of this programme was to

make the youths of Arunachal Pradesh skillful in Enterprises related to food processing.

In order to target the objectives of the programme the present report is therefore divided in five chapters

(referred as DAYs). A brief summary of the work presented in these DAYs is as follows:

DAY - 1 incorporates three Sections in detail. The Section - 1 deals with the details of inaugural

session and defines the objectives of the EDP and the Mission of NIFTEM. This section also

defines the Entrepreneurship Definition & Entrepreneurial Process related to the EDP. The

section- 2 deals with the lectures, like, Entrepreneurship Procedure, Proper Planning for

Enterprise Management, Launching of the Enterprise, Management of Enterprise, Characteristics

of an Entrepreneur and also defines the Soft Skills for Entrepreneurs. The section – 3 of the DAY

-1 deals with Case studies of Successful Food Processing Enterprise including Strategies for

Successful Entrepreneurs.

DAY - 2 also integrates three Section‟s details. The Section -1 deals with whom and for what

kind of information one has to approach for EDP. The Section – 2 is related to Planning for Small

Scale Food Processing Industry. This section also deals with Some Prerequisites and

Requirements to start Projects in EDP. The Section – 3 explains the Role of different Financial

Institutes in setting of the Food Enterprise.

DAY - 3 assimilates four Sections of the day. The Section -1 deals with the roles of different

organizations in EDP especially the role of District Industries Centre (DIC) and Role of National

Bank for Agriculture and Rural Development (NABARD). The Section -2 defines the Role of

Krishi Vigyan Kendra (KVK), National Small Industries Corporation (NSIC) and Ministry of

Small and Medium Enterprise (MSME). The 3rd

Section briefs about the different schemes of the

Ministry of Food Processing Industries (MoFPI) in EDP with the linkages with different

institutions and organizations. The 4th Section deals with a centrally sponsored scheme-National

Mission on Food Processing (NMFP) of MoFPI.



DAY – 4 incorporates three Section‟s details. Under section – 1, the Role of National

Horticulture Board (NHB) and North Eastern Regional Agricultural Marketing Corporation

Limited (NERAMAC) is explains in detail. The Section -2 deals with Business Opportunity

Guidance for EDP and the Section -3 deals with Brainstorming on Product Identification of Food

Processing.

DAY - 5 incorporates two Sections related to Individual Counseling on Product Identification in

Food Processing and Preliminary Project Writing – Profile PPR Formulation & Discussion. The

DAY – 5 also explains about Valedictory Session. The details of Industrial visit of the

participants to Local Food Processing Industries and the press cuttings related to the EDP are

enlisted at the end.



ABOUT IIRD

Institute for Integrated Rural Development (IIRD) is a non-profit organisation dedicated towards

bringing rural prosperity through the following areas: research and studies; training and capacity building;

technical support and consultancies; and institutional networking in the national and global perspectives.

Established in 2004, IIRD has been empanelled and approved by various departments, ministries, PSUs; it

has been enlisted with international organizations under different initiatives. With the corporate office in

Shimla, IIRD has been operating through four missions, ten centres, and two sub-missions across the

country by establishing regional chapters in New Delhi, Bhopal, Ahmedabad, Chennai and Guwahati.

During this year, IIRD covered one more step by installing its chapter in Nigeria and is gradually trying to

expand internationally.

The main focus of all interventions under different centres and missions is to create more employment

opportunities to enhance the quality of life of the people it serves, besides remaining environmentally

conscious.

The organization endeavors to adopt innovative approaches in all its activities with maximum use of

technology and optimum use of resources to make the operation impact oriented, transparent and

participatory.

Ever since its inception IIRD has been striving to contribute in the process of integrated planning, partner

with government programs to promote sustainable development with participatory approach. For tangible

contribution in various fields of development process, IIRD Shimla, has been enjoying the status of one

of the leading developmental organizations.



INTRODUCTION

In India, along with tremendous economic growth, there has also been a lot of unemployment and it is

important for government, policy makers and entrepreneurs to find ways to create more livelihood options

in different sectors. If talking about the agriculture sector of the country, this sector, after services and

industry sectors, contributes 3rd highest contribution in nation‟s gross domestic product (GDP) and

provides employment to approximately two third of the population. This sector‟s contribution in GDP in

1950-51 was 51.9 % as highest, which has now come down to 13.7 per cent in 2012-13 at 2004-05 prices.

The decrease in the share of agricultural sector in GDP of the country in comparison to other sectors is on

account of structural changes due to a shift from a traditional agrarian economy to industry and service

dominated one. Thus this declining contribution of agriculture sector needs encouragement to boost its

output. That‟s why, food processing and entrepreneurship in agro-horticulture sector becomes important.

The potential of agriculture sector has not been tapped due to underdevelopment of the food processing

sector in India. World-class institutions for technology, management and entrepreneurship are a critical

requirement for the growth of food processing industries, since they would address the gaps in the current

Indian scenario by developing world-class managerial talent and entrepreneurship with adequate technical

background in foods sciences and technology; increase the importance of food hygiene and safety

standards; facilitate business incubation services; and have market intelligence function of collecting and

imparting information such as demand and supply trends in the Indian and overseas markets, etc.

Without entrepreneurship and growing number of entrepreneurs, an economy is certain to become

sluggish in growth. Entrepreneurial dynamism forms the cornerstone of a progressive society as it is a

purposeful activity that attempts to create value through recognition of business opportunity, management

of risk appropriate to opportunity and through communicative and management skills to mobilise human,

financial and material resources necessary to bring a project to fruition. This gives a definite upsurge to

the economic growth of a nation.

In India the National Institute of Food Technology Entrepreneurship and Management (NIFTEM)

established in Sonepat, Haryana, is a premier autonomous Institution under the Ministry of Food

Processing Industries (MoFPI), Govt. of India to produce world-class business leaders, develop globally

competitive processes and technologies and international best practices in the area of food technology,

entrepreneurship and management. It also carry out research and development (R&D) in frontier areas,

develop world –class technologies and assist the Government in policy making on food processing. Being

a prime academic institution in the areas of food technology, entrepreneurship and management, NIFTEM

would offer courses and training programmes of global standards with optimal mix of inputs on food



technology, management and entrepreneurship. With all these mission NIFTEM also offers continual

training to the industry to enhance their skill and be updated on global trends in food research and

technology by consultation with the stake holders.

To make youths of the Northeastern region of the country, a skillful entrepreneurs in food processing, the

Institute for Integrated Rural Development (IIRD) Shimla has taken an initiative to conduct the present

Entrepreneurship Skill Development Training Programme at Rajiv Gandhi University, Itanagar under the

sponsorship of NIFTEM.

BACKGROUND

Northeast India includes the adjoining Seven Sister States and the Himalayan state of Sikkim. The 39

million people of Northeast India constitute about 3.8% of the total population of the country with the

total literacy rate of 68.5% (2001 census). This region is predominantly rural with over 84% of the

population living in the rural areas.

The economy of the Northeast region is related to agricultural sector. Diminutive area is available for

established agricultural practices. Along with established agriculture, jhum (shifting cultivation) is still in

practice by a few native groups. The unapproachable topography and internal disturbances has made

difficulties for rapid industrialization in the region.

In the 21st century, there has been recognition among policy makers and economists of the region that the

main stumbling block for economic development of the Northeastern region is the disadvantageous

geographical location.

The Northeast region has tremendous scope of development with global business because this region

shares almost 98% of its borders with China, Myanmar, Bhutan, Bangladesh and Nepal. So, this region

requires a push through better policies and plans for rapid development in every sector with human

resource development.

The present initiative of IIRD in the form of an Entrepreneurship Skill Development Programmme in

Food Processing was the required premier initiative toward entrepreneurship development of the human

resource in the Northeast region. There has tremendous need and opportunities in Entrepreneurship

Development Programme (EDP) in different sectors in this region to support the people for increasing

livelihood options, improving their lifestyle and contributing in country‟s GDP.



OBJECTIVES

The primary objectives of the Entrepreneurship Development Programme (EDP) in Food

Processing were as under:

Expose the participants to the key steps in startup venturing process and equip them with

adequate knowledge to initiate a venture in Food Processing and Agro-based

technologies and/or services.

Equip them with requisite skills, knowledge and competencies to convert their startup

idea into a viable business entity.

Select qualifying individuals with bankable project reports to get an opportunity to

present the same for incubation support or appropriate funding support.

To cater to the growing need of the food processing industries for trained manpower

(including entrepreneurs, managers, technologists, skilled workers) and also keep abreast

with latest technology & diversification and new ways of managing and marketing to

face global competition.

To ensure sustainable employment opportunities to the people and also to reduce the gap

in requirement and availability of skilled manpower in food processing sector.



DAY – 1

SECTION – 1

Inaugural Session

The Inaugural Session of the Entrepreneurship Development Programme (EDP) was initiated with the

arrival of the Chief Guest, Mr. Tokong Pertin, Honorable Director, Trade and Commerce, Arunachal

Pradesh and Guest of Honour, Mr. Moji Riba, Head, Department of Mass Communications, Arunachal

Pradesh. The Institute for Integrated Rural Development (IIRD)-Shimla was represented by Ms. Sunita

Singh, Project cum Training Officer, Centre for Local Self Governance (CLSG) and Dr. Naosekpam Ajit

Singh, Scientist, Centre for Livelihood and Microfinance (CLMF). The local programme coordinator Mr.

Sunil Koijam, Assistant Professor, Department of Mass Communications was the Convener of the

Inaugural session.

The opening remarks for the session were given by the Guest of Honour, Mr. Moji Riba. He is the fourth

Indian to receive the Rolex award for Enterprise for his sustained work towards the preservation of the

culture of Arunachal Pradesh. He welcomed the training program and expressed hope that the participants

will learn a lot during the sessions to be conducted by IIRD- staff and various subject experts related to

entrepreneurship and food processing industry. He also expressed his thankfulness to NIFTEM for

sponsoring this program and hope that the state of Arunachal Pradesh can make a great stride in the field

of food processing with the assistance and guidance of such National Institutes.

Mr. Moji Riba giving his opening

remarks

Ms. Sunita Singh giving her introductory

remarks about the programme



The resource person and trainer from IIRD, Ms. Sunita Singh, in her address, said that the main thrust of

the organization is to contribute in filling the development gaps. “While contribution of agriculture to the

nation‟s GDP is the highest, its impact is not seen globally. That‟s why, food processing and

entrepreneurship in agro-horticulture becomes important”. She further said adding “while there has been

tremendous economic growth, there has also been a lot of unemployment and it is important for

entrepreneurs to find ways to create livelihoods”.

The Chief Guest, Mr. Tokong Pertin, gave an inspiring speech and expressed that along with the Govt. of

India‟s thrust on the Look East Policy and impending access to large markets of the ASEAN countries,

we need to prepare ourselves and be in readiness to avail the opportunities that this trade will throw open.

Quoting Union Minister of State for Commerce and Industry E.M.S. Natchiappan, who in his recent visit

to the State had said that Nampong and Arunachal will become the gateway to Southeast Asia. Mr. Pertin

said that the proposed re-opening of the Stillwell Road is a precursor to „greater‟ trade in the region. The

meeting scheduled with officials of the Myanmar Govt. on November 27 and 28, 2013 is going to open

up great opportunities for trade through this historic road, of which 31 km lie in Arunachal, he said. He

further stated that this, along with the proposal to create an industrial cluster on food processing at

Jairampur is a pointer to the great need to develop skills in this sector.

Terming entrepreneurs as the drivers of economy and as job creators, he said that today the youth need to

see the opportunities and build skills to benefit from this development. Emphasizing on the importance of

enterprise in the agro-horticulture sector, he said, “We in Arunachal have a double advantage because we

Inaugural Session of the EDP program sponsored by

NIFTEM

Mr. Tokong Pertin, Director, Trade &

Commerce speaking as the Chief Guest



are fundamentally an agrarian society. We have a strong local tradition of agriculture, we understand our

resources and we have the potential to trade in it in future, more so because of the organic nature of our

produce.”

While felicitating Dr. Naosekpam Ajit Singh, Scientist from IIRD and Mr. Moji Riba, Asst. Prof. Sunil

Koijam, called upon the trainees to take maximum advantage of the large body of experienced resource

persons who would be conducting sessions during the workshop.

After the inaugural session a short session was conducted for the trainees by Ms. Sunita Singh. She

introduced NIFTEM and the various activities and training programmes conducted by NIFTEM by

providing the following information.

NIFTEM is a brainchild of the Ministry of Food Processing Industries (MoFPI). It was created with a

vision to establish a world-class Institution to cater to the various stakeholders such as entrepreneurs,

industry, exporters, policy makers, government and existing institution. NIFTEM works actively in

assisting in setting food standards, businesses incubation and information sharing. It would also be an

apex Institution in the field of food technology and management, networking and coordinating with other

institutions of the same field.

NIFTEM is located at Plot No. 97, Sector 56, Phase IV & V, HSIIDC Industrial Estate Kundli, District

Sonipat, Haryana. It is an international center of excellence to cater the needs of various stakeholders such

as entrepreneurs, industry, exporters, policy makers, government and existing institutions.

A section of the participants attending the Entrepreneurship Development Programme on Food

Processing



Mission of NIFTEM

i) To produce world-class business leaders, develop globally competitive processes and

technologies and international best practices in the area of food technology, entrepreneurship and

management.

ii) To carry out R&D in frontier areas, develop world –class technologies and assist the Government

in policy making on food processing.

iii) To be a prime academic institution in the areas of food technology, entrepreneurship and

management, NIFTEM would offer courses and training programmes of global standards with

optimal mix of inputs on food technology, management and entrepreneurship.

iv) To offer continual training to the industry to enhance their skill and be updated on global trends

in food research and technology by consultation with the stake holders.

NIFTEM would play a pivotal role in developing food standards, quality, accreditation and certification;

keeping a repository of international & national standards and also advising the Government on matters

related to international food standards. NIFTEM would be an apex information resource centre on aspects

of food processing including information on products, technologies, management practices, food

standards, markets etc., NIFTEM would specifically focus on providing comprehensive information to

exporters in the food sector. NIFTEM would provide incubator services to enable entrepreneurs to

develop sustainable businesses. On the strength of in-depth industry expertise provided by NIFTEM‟s

resources pool, which can in turn catalyze the growth of the food processing sector by nurturing world-

class entrepreneurs.

Ms. Sunita Singh Interacting with the participants



Discussion on Objectives of the EDP Programme

The objectives of the EDP programme were discussed in detail among the participants. The primary

objectives of the present programme were as under:

Expose the participants to the key steps in startup venturing process and equip them with

adequate knowledge to initiate a venture in Food Processing and Agro-based

technologies and/or services.

Equip them with requisite skills, knowledge and competencies to convert their startup

idea into a viable business entity.

Select qualifying individuals with bankable project reports to get an opportunity to

present the same for incubation support or appropriate funding support.

To cater to the growing need of the food processing industries for trained manpower

(including entrepreneurs, managers, technologists, skilled workers) and also keep abreast

with latest technology & diversification and new ways of managing and marketing to

face global competition.

To ensure sustainable employment opportunities to the people and also to reduce the gap

in requirement and availability of skilled manpower in food processing sector.

Feedback from Participants

After the brief introduction, feedbacks from the trainees were invited regarding their expectation.

The expectations of the trainees are listed as follows:

i) Learn about entrepreneurship

ii) The preservation and marketing of food products

iii) Process and requirements to start a food processing unit

iv) The various supports that can be availed from local and national bodies

v) Economic implications of initiating and running a small scale industry



Entrepreneurship Definition & Entrepreneurial Process

This Session conducted by Dr. Naosekpam Ajit Singh (Resource person from IIRD)

The session covered the following

An entrepreneur is defined as an individual possessing the qualities of leadership and, additionally, is an

innovator of ideas regarding manufacturing, delivery, or service needs. According to Schumpeter, „an

entrepreneur is someone who is willing and able to convert a new idea or invention into a successful

innovation‟. "Entrepreneurship" may result in new organizations or revitalize mature organizations in

response to a perceived business opportunity. Without entrepreneurship and growing number of

entrepreneurs, an economy is certain to become sluggish in growth. Entrepreneurial dynamism forms the

cornerstone of a progressive society as it is a purposeful activity that attempts to create value through

recognition of business opportunity, management of risk appropriate to opportunity and through

communicative and management skills to mobilise human, financial and material resources necessary to

bring a project to fruition. This gives a definite upsurge to the economic growth of a nation. Economic

growth is an upward change whereby the per capita income increases over a long period of time. If

economic growth is the effect, entrepreneurship is the cause. Entrepreneurs are the ones who explore

opportunities, scan the environment, mobilize resources, convert ideas into viable business proposition

and provide new products and services to the society by bringing together and combining various factors

of production. An entrepreneurial individual has a distinct concept, vision and a dream and is able to

convert this vision into products. Such individuals are driven by task, challenge and opportunity with very

high achievement orientation. If you wish to start and succeed in your enterprise, you need to play

different roles at different stages.

Dr. N. Ajit Singh conducting a Session



SECTION – 2

Entrepreneurship Procedure

The process of planning includes planning for execution of various government formalities. Though the

government in the post-liberalization era intends to reduce permissions/clearances to free the industry

from bureaucratic controls, you need to clear specific formalities to avail certain benefits. The following

formalities need to be considered for small-scale units:

1. Registration as Small Scale Industry (SSI)

Though SSI registration is not mandatory according to recent changes in the rules, it is advisable that you

register your small-scale unit with the District Industries Centre (DIC) of the district where your project

will be located. The government requires this registration to plan for future needs of the industry and it is

in your interest to register your unit.

2. Acquisition of Infrastructure Facilities

If you plan to locate your project in an industrial estate promoted by a government agency, you may apply

for a built-up shed or a plot of land. You can start your activities once the shed/plot is offered. If you have

been allotted a plot, you can start construction after your building plans are approved. In either case, you

have to apply for electricity and water connection to the concerned authorities.

3. Pollution Control Clearance: Obtain NOC or Consent

You should also apply for obtaining an NOC from the State Pollution Control Board (SPCB). If your unit

is likely to be a pollution hazard or may discharge effluents, the SPCB first issues an NOC with certain

conditions to install facilities to check air or water pollution to specific levels. After you have installed the

necessary facilities and they are satisfied, the SPCB gives its consent to start operations.

4. Constitution of the Business

You should decide on the organizational form of your business, viz. if it should be a proprietorship,

partnership or a private limited company, according to the size of its operations and the degree of risk

involved. In proprietorship, the gains and losses of the business rest with the proprietor, while in

partnership, all the partners share the gains and the losses except the minor partners, who are exempt from

bearing the losses. In a private limited company, the members take the gain or losses as per their holding

in the company, for it is considered to be a separate legal entity. Once the business constitution is decided,

you may undertake necessary formalities for registering the firm accordingly.



5. Arrangement of Finance for Fixed and Current Assets

After taking above clearances, you may apply for a term loan either to a state level financial institution or

a commercial bank, with a techno-economic feasibility report, including market survey, and all

documentary evidence justifying your claim for the project being feasible. Once the loan is sanctioned,

you may have to execute necessary legal documents mortgaging your assets. The disbursement of the

term loan usually starts after you have fulfilled all the conditions and also after 50 % of your own capital

is raised and invested in the project. The institutions generally disburse 75 % of the loan sanctioned on a

matching basis. Thereafter, you should raise and invest the rest of your contribution to stake your claim

for disbursal of the balance term loan.

Simultaneously, you can also negotiate with your bankers to sanction the working capital requirements.

The bankers would, however, consider the working capital loan only after the term loan is sanctioned. If

you propose to locate your project in developing areas eligible for state incentives, you will need to apply

for registration and sanction with the state authority to avail the incentives. Only after you can get the

sanctions and start implementing your project.

6. Government Formalities

Experience shows that many people do not give adequate weightage to complying with various

government formalities. Utmost care should be taken in this connection during the planning stage itself,

as in the case of ignorance the project implementation gets delayed and incurs cost overruns, and

sometimes derails the entire project. You must also be aware of the sequence of steps to be followed

while planning a small-scale unit. There are no rigid rules, but experience reveals that nothing important

will be missed if you follow the sequence. Some activities can be handled simultaneously. The sequence

may vary according to the needs and size of your project. You may decide basing on ground realities. The

steps above will help you develop an insight into project planning. Fine tuning for project implementation

activities at the planning stage will help you coordinate resources appropriately in keeping with the

project needs and avoid slippage in implementation and cost overruns.

Proper Planning for Enterprise Management

Different aspects need to be considered to make any activity successful. Proper understanding of the

subject and planning related to that, followed by timely execution helps in being successful.

Establishment of enterprise and its proper management demands consideration of these aspects.



A proper planning is an important component prior to start any enterprise. The following points play

important role in proper planning:

Acceptability among the consumers and detailed information about the food product targeted for

production.

If new, educate the targeted consumers regarding the new product and its utility and benefits.

Ensure availability of good quality raw material.

Utility like electricity, water and provision for proper waste disposal.

Consumer survey and product feedback of the target product for establishment of demand and

price expectations.

Acquire technical know-how of the technology through proper training from reputed Institute.

Select good quality processing equipment set – up to give high quality product at low energy

input.

Study of Govt. Schemes, facilities and financial support available from financial organizations.

Establishment of connection with different organizations to update the technical knowhow from

time to time.

Preparation of techno-economic feasibility report and project profile of the enterprise.

Preparation and execution of work plan in specified time frame for achieving targeted success.

Launching of the Enterprise

After planning for different types of understanding and the rules/guidelines, it is desirable to start the

enterprise by organizing proper launching of the activity. Points related to these aspects are:

Launching of the enterprise is an activity which helps the entrepreneur in enhancing the base of

the product and activity among the masses at a cost as low as possible (may be at the making

cost).

Inauguration of the activity should be organized very effectively and in an impressive way but at

the low cost.

This aspect is important mainly for the cottage scale industry as the enterprise does not have

enough finance for bookings.



Invite people from different walks of life and socio-economic segments of population for

launching function.

The chief guest of the function should be such that one enjoys the mass following/base and

people believe in his words.

Information in the form of small leaflets, speech on nutrition and health benefits of the products

should be given to public.

Announcement regarding sale points established in the town and adjoining areas to facilitate easy

purchase by the costumers.

Management of Enterprise

After starting the enterprise, its proper management is essential part for stability and growth of the

enterprise. It has seen that even large industries, sometimes, reaches inadequate destination mainly

because of the inadequate attention to management aspects. Whatever may be the scale of the enterprise,

it is imperative to give „management aspect‟ due importance. Especially for cottage scale enterprise, the

following points may be of significance;

Make regular planning a part of the management plan.

Minimise the wastage of electricity, water, chemicals and raw material to bring down the cost of

production.

Give personal attention to the critical steps in the manufacturing process.

To maintain the product identity and speciality, ensure that the other entrepreneurs don‟t comply

the manufacturing process.

Be prepared with time for adoption of newer technologies, equipment type, by product processing

approaches to bring the newness to your activities to meet the changing expectations and

requirement of the costumers.

For safe manufacture, ensure proper cleanliness, hygiene inside the unit, and arrangement for safe

waste disposal. It should exhibit commitment in favour of health of the consumer continued

sincere inputs and strict compliance of guidelines – even sometimes at higher cost.



Characteristics of an Entrepreneur

Session covered my Ms. Sunita Singh

1. A strong desire to win

Most people dream of success, but rarely do anything to implement it. In contrast, entrepreneurs have a

strong desire to continuously achieve new goals and do not rest till they win.

2. An approach of never-say-die

Once committed to a goal and a well-planned course of action, entrepreneurs never retract. Difficulties do

not deter them and they work hard till the entire project is successfully accomplished.

3. Entrepreneurs prefer a middle-of-the-road strategy while handling tricky situations

Entrepreneurs are not gamblers, they don‟t take high or uncalculated risks; They prefer a moderate risk to

a wild gamble, high enough to be exciting and containing a reasonable winning chance.

4. Alert to opportunities and seizing them to their advantage

Entrepreneurs are innovative and can convert crises into opportunities and they are realistic enough to

ensure that the opportunity suitably leads to realization of their goals.

5. Dispassionate approach to problems

Entrepreneurs will not let personal likes or dislikes come in the way of their taking a business decision.

They seek out expert opinion and suggestions rather than friends and relatives. Their decisions are based

on their objectives and not emotions or impulses.

6. It is important for them to know how they are faring when they work on their goals

Entrepreneurs take immediate feedback on performance and prefer prompt and accurate data, irrespective

of whether these are favourable or not. Unfavourable news spurs them into making amends to attain their

goals.

7. Entrepreneurs do not get deterred by unfamiliar situations

Achievement-driven people are optimistic even in unfamiliar situations. Even if they find the odds

daunting, they see no reason why they can‟t succeed with their treasure of abilities. They march

undeterred, making the best of fine opportunities that come their way, even without guidelines. They

quickly come to grips with the new environment and present a picture of boldness and prudence. They

apply their special insight and skill to quickly understand the environment and adapt to it.



8. Dislike working for others

Entrepreneurs do not like to work for others and therefore start off on their own. They wish to be their

own masters and be responsible for their own decisions.

9. Flexibility

Successful entrepreneurs have an open mind and do not hesitate to change their decisions.

10. Think ahead of others and plan for future

Most successful people set goals for themselves and plan to realize them in a time frame.

11. Capable to deal with people at all levels

An entrepreneur comes across all kinds of people. He has to make them workable for him and do help to

realise his objectives. He likes working with people and has skills to deal with them.

12. Skillful in influencing others

Successful entrepreneurs can influence others and motivate them to think and act in their way.

13. Works for long hours and simultaneously tackle different problems

The entrepreneur has to cope with several situations simultaneously and take the right decisions, even if it

involves physical and emotional stress. This is only possible if one has the capacity to work long hours

and still keep energetic.

14. They know themselves

An achiever channelises his fantasies into worthwhile, achievable goals and sets standards for excellence.

He can do this for he knows his strengths and weaknesses, and so adopts a positive approach. He is

seldom negative.

15. Thinks ahead

They have the ability to look into the future. They won‟t allow the past to bother them and think only of

the present and future. “Bygones are bygones, what of now?” This is their usual response.

An individual may not have all these qualities, but most will have many. The first step for a person

aspiring to become an entrepreneur is to make an inventory of his traits. This self-awareness and analysis

will help him define his strengths and overcome weaknesses



Soft Skills for Entrepreneurs

1. Communication Skills

Communication is the process of exchanging ideas, facts or opinions by two or more persons. For

communicating, we use different modes, like oral, written or non-verbal. The process is explained by

using this diagram:

Major vehicles for communication

In life, we use several methods to communicate effectively (i.e., gestures/ watch for response/ words/

pictures). Successful communication depends on correct receipt of the message and receiving is an active

element. Communication vehicles will be effective only if both parties are involved in the process. Good

communicators listen and observe. They are alert receivers of response signals while they are also

communicating. This helps them tailor their communication style to make it easier for the receiver to

absorb or accept the message.

2. Creativity and Problem Solving

An entrepreneur has to be creative. He has to arouse and enhance creativity and experience, competition

not only with others but also the standards of excellence set for himself. Certain pre-conceived ideas

create barriers in the growth of creative thinking, which are as follows:

Self-imposed

Restricted mindset

Speech –Face to face

(oral)

Writing –Reports,

documents, etc.

Non-verbal –Facial

expression, body

language, etc.



Nature of compliance

Backtracking to obvious challenge

Jumping to conclusion

Fear of being ridiculed

It calls for a positive attitude, an open mind, insight and right perception to remove these barriers and

arouse and enhance creativity. Everyone faces problems of different nature and magnitude. Sometimes in

daily life, we encounter problems so often that we don‟t even notice them and this is because of our

monotonous experience in dealing with them and hence the spontaneous reactions result in solutions. But

we do get stuck when faced with unusual and difficult problems, as our routine reactions fail to produce

solutions. In such cases, different approaches and ways have to be tried out. Similarly, as an entrepreneur

you may face several problems while managing your small-scale enterprise. If you develop an appropriate

system, approach and methodology to solve problems, it will prepare you to manage your affairs and

problems smoothly and without tension. There are several qualitative and quantitative approaches evolved

in management science to help solve problems. The right strategy would be to understand your own

environment, resources, capacities, limitations, strengths and weaknesses in order to design the right

approach. This approach will help you, initially, in working on problems and, later, in formulating your

own strategy to solve them. Following steps can help you to have a problem-solving attitude and

mechanism:

Steps for creating problem-solving attitude and mechanism

Create a desire to solve problems

Recognise the problemFormulate the possible

causes



SECTION – 3

Case studies of Successful Food Processing Enterprise including Strategies for

Successful Entrepreneurs

Session covered by Dr Ajit Singh

Case – 1: CREMICA group

It is extremely important to acknowledge the fact that success eventually comes in any profession where

the person enjoys the work involved. We have a similar success story about The CREMICA group. It was

established in 1978 by Mrs. Rajni Bector turning her passion for Ice Cream making (also her hobby) into

a small backyard enterprise. She established the CREMICA group today a widely diversified food

products and services company with an annual sales figure of Rs. 400 Crores, growing at the rate of 30 %

per annum. In the course of the past two decades, the CREMICA group has established itself as a huge

food products conglomerate, leading the food processing business through its range of products, its

internationally certified production facilities, the consistency of its quality, and its unmatched expertise in

the industry. Today, Cremica is known for its unique recipes, health oriented ingredients and state- of- the

art standards.

Full Story

Relating her own story, Mrs. Bector said, “I started the business as a hobby and sold kitchen-made ice

creams at a very small scale. My hobby converted in a profession when I saw the liking of my ice creams

at a stall I had put for a Diwali Melas in the late 1970s. Although I had no formal training, the recipes

were a runaway success. In 1982, with a small investment of 300/-, a small unit was set up at home. We

produced only ice creams and puddings in the first year. Later the company ventured into the biscuits,

breads and condiment business.”

Today, Cremica group does sales of over Rs. 400 crore (Rs. 4 billion) and is an important link in the

supply chain to the fast food industry with an inventory of buns, breads, sauces, ketchups and ice creams

toppings. Cremica is an approved supplier of bakery and liquid products to World‟s largest fast food

giants “Mc Donald‟s”. Its products are also on the approved list of Canteen Stores Department, which

caters to the requirements of Indian Armed Forces. It is also a major supplier to Indian Railways, Super

Bazaars, Big Bazaar, Vishal Mega Mart, Reliance, Pizza Hut, Cafe Coffee Day, Barista, Papa John‟s,

United Nations (World Food Programme), Jet Airways to name just a few.



Cremica manufactures high quality Biscuits, Bread and Buns, Confectioneries, Indian Gravies /Curries,

Tomato Ketchup, Sauces, Mayonnaise, Thousand Island, Spreads, Syrups, Toppings, Salad Dressings,

Biscuits, Bread & Buns, Ice-Cream, Confectionery and Indian Snacks, Fruit & Flavored syrups for Milk

and thick shakes, Ice Creams and Desserts etc.

While talking about the source of inspiration as an entrepreneur, she said, “Entrepreneurship came

naturally to me. After all entrepreneur is only a person who manages things by his/her own and in my

opinion women are natural entrepreneurs. Innovation and pursuit for excellence is my magic potion. I

have never compromised on the quality and taste of my products. This indefatigable pursuit to create the

best products has seen Cremica rise to where it is today. Gradually it moved from my kitchen, to backyard

and then to our first factory unit. I have no special abilities and am just an ordinary person. But

willingness to succeed by working hard and learning have stood me in good stead. I was lucky to have the

support of my family along the way.”

The company was incorporated as 50:50 joint ventures with the Quaker Oats Company of U.S.A a

Fortune 200 company. This project has been set up to produce liquid products such as, Tomato Ketchup,

Mayonnaise, Tartar & Sandwich Spreads, Milk shake Syrups and Ice cream Toppings mainly for Mc

Donald‟s requirement in India and for the neighboring countries. The plant has been operational from

Oct. 1996. Quaker Oats Company withdrew from the joint venture in 1999-2000 and the name of the

company changed from Quaker Cremica Foods (P) Ltd. to Mrs. Bector Food Specialities (P) Ltd. then

company started institutional & retail market in addition to Mc Donald. In the year 2001, the company

was converted into public limited company. Today the group operates India‟s largest tomato ketchup line

and is country‟s largest producer of ketchup portion packs capable of packing 2.5 million sachets per

year! These high quality products have made a mark and are even exported to Europe Africa, Middle

East, US and Australia.

Case – 2: Krishna Pickles

Mrs. Krishna Yadav, a native of Bulandshahar, Uttar Pradesh, migrated along with her three kids to Delhi

in search of livelihood after her husband lost his job in 1996. At present she is a successful food

processing entrepreneur based in Nazafgarh, Delhi. The motivational interventions and mentoring of

scientists of Indian Agricultural Research Institute (IARI) enabled her to establish her famed food

processing enterprise Krishna Pickles which is not only a means of earning her family a livelihood but she

is also managing a business of more than a Crore turnover annually in a span of last ten years ( 2002-

2012).



Full Story

The family was passing through depressing times in 1995-1996 when her jobless husband was

psychologically devastated. But it was her perseverance and courage which enabled the family to face

hardships stoically and migrate to Delhi after borrowing Rs. 500/- from friends. Once in Delhi, the family

sought employment as caretaker of Tyagi Farms in village Rewlala Khanpur owned by Commdt. B.S.

Tyagi who developed an orchard of ber and karonda under guidance of scientists of Krishi Vigyan

Kendra (KVK), Ujwa. The low price of these fruits in the market was a major concern to which value

addition and processing activities were suggested as a probable solution by scientists of KVK. This was

the stage of enterprise idea generation and Mrs. Krishna Yadav underwent a training of 3 months duration

in food processing techniques in 2001 at KVK, Ujwa. The first value added products prepared after

training were 100 Kg karonda (Carissa carandas) pickle and 5 kg chilly pickle with an initial investment

of Rs.3000/- fetching them a net profit of Rs. 5250/- after sale.

A sense of achievement with taste of success propelled her to undertake production of Karonda Candy on

a trial basis for few kgs. But it got spoiled and became infested with fungus. It did not deter her from her

set path and her problem solving abilities came to the fore. She discussed this with scientists and food

technologists and was able to come up with the right product after following appropriate scientific

methods of preservation. This reflects concern for growth of her enterprise by taking up diversified

products. Marketing was done by her husband who sold these products on hand pushed cart (rehri) on a

roadside in Najafgarh. People used to laugh and make fun that now pickles will also be sold on cart like

loose vegetables. But the family persevered and stuck to their agenda in a focused manner. Karonda

Candy was a new product for the customers of the area which resulted in good response and profits. This

experience gave her the confidence to move ahead towards her goal of establishing a full-fledged value

addition enterprise and since then there was no looking back.

The Present Scenario:

From the starting days of Karonda Pickle and Candy preparation, she is now manufacturing 87 types of

products like various chutnies, pickles, preserves, murabbas etc. At present, approximately 500 quintals of

fruits and vegetables are processed generating a turnover of more than Rs. 1 crore from the factory and

providing employment to others. The products are manufactured as per FPO guidelines utilizing

traditional recipes and innovative ideas aimed at niche commercial clientele. The products are aimed not

only as tasty food treats but also for certain medicinal and cosmetic usages. For example, Aloe-vera gel

has cosmetic properties, but Aloe-vera gel with turmeric provides relief to joint pains of elderly. A juice



made of extracts of Karela (Momordica charantia)- Methi (Trigonella foenum-graecum) - Aloe vera is

having usages for diabetic conditions. In 2006, she attended training at Division of Post-Harvest

Technology at IARI where she learnt to prepare fruit drinks using no chemical preservatives.

Subsequently, she has signed a MOU with IARI for manufacturing Pusa Drinks based on Jamun

(Syzygium cumini), Litchi (Litchi chinensis), Mango (Mangifera indica), and Strawberry (Fragaria

ananassa), etc. From a roadside vendor to an owner of a factory, she has come a long way. The

construction of her four storied factory fitted with all modern style food processing facilities is in

advanced stages whereby single floors are devoted to specific activities like drying, washing, cutting, etc.

Marketing and Linkages:

She regularly participates in exhibition, melas, field days, seminars and conferences which provide

visibility to her products and recognition to her efforts as an entrepreneur. This is a unique marketing

strategy for brand establishment. Role of extension scientists of IARI has been critical in motivating her

and providing mentorship for her agriculture based value addition enterprise. The marketing of her

produce is done through four outlets/ shops, mobile vans, contract for bulk from BSF canteen, local

marketing channels etc. She is able to manage her enterprise effortlessly with effective linkages

developed with Government agencies for bulk orders, individual farmers for raw material availability,

research institute for innovative technology and local women for seasonal help. Enterprise launching

stage requires entrepreneurial competencies like initiative, innovativeness and risk taking behavior but

sustaining an enterprise require effective networking skills, updating self with the recent technological

breakthroughs, labour management, maintaining quality products and diversifying with new products

keeping in view the changing customer preferences.

Recognition and Award:

Her case illustrate very well what a resource poor person can achieve with her perseverance,

determination, hard work along with market savviness. Her success story has been published in many

dailies with appropriate captions like “sadak se factory tak”, anpadh mahila ne kholi factory etc. On

International Women‟s Day (March 13, 2012), she was honoured by Mrs. Mamta Sharma, chairperson,

National Commission for Women, as one among 25 Most Outstanding Women of India. She was

honoured by featuring in NCW brochure along with other renowned achiever women like Mrs. Indra

Nooyi, Dr. Sarojini Pritam, Mrs. Ila Pathak and others. She has also received many awards and honours



for her achievements from other government and non-government agencies. She has recently been

shortlisted for ASPEE award.

Lessons for Other Woman Entrepreneurs:

Krishna Pickles case highlights that “it is possible to take small steps to create big things”. Success can be

achieved with perseverance and a determination. Quality processed products are very much in high

demand in the market; the key is diversified quality value added food products. Growth of enterprise can

be facilitated by developing effective networking with all stakeholders and linkages. Many promotional

marketing opportunities are available in the socio-economic environment of the entrepreneur which needs

to be encashed on for enterprise visibility and brand development. The ability to continuously identify

“what kind of products customer demands” is important in view of innovating aimed at fulfilling the gap

in the market.

Case – 3: Ingty Dal Mills, Assam

An Analysis of the Enterprise‟s Performance: Indicators of Unsustainability.

The financial statements of the enterprise for the last two-three years showed that in 2001–2002 and

2002–2003 it made „cash‟ losses. An analysis of the structural strength and liquidity viz. ability to meet

short-term liabilities, profitability and performance of the enterprise is revealing.

Structural strength:

The unit had promoter‟s fund of Rs.10 lakh in 2001–2002. However, the accumulated losses by 2002–

2003 were Rs.6.62 lakh. Total outside liabilities had been rising because of non-payment of interest

liabilities.

Liquidity:

The current ratio viz. current assets over current liabilities was 0.76 in 2001 2002 and it declined to 0.52

in 2002–2003, showing that current Ingty Dal Mills, a sole proprietory firm, was promoted by Ingty to

manufacture dal, besan and flour with an installed capacity of 12 MT/day for dal, 4 MT for besan and 8

MT for flour. This capacity is based on 300 working days in one shift of 8 hours. The Department of

Industries and Commerce (DIC) granted permission to the unit to grind wheat in 1997. There are other



Roller flour mills in the district for wheat milling. All are operational. This is the only unit engaged in

processing of grams and other gram products i.e. dal and besan. The enterprise had potential for the local

market and was doing well till 2000 and could repay interest and principal obligations to institutions in

time. Later, payments were blocked owing to recessionary conditions and the enterprise had to be closed

down due to non-recovery of receivables. Assets were insufficient to meet current liabilities. Current

assets largely included stock and debtors while current liabilities were creditors. Though the promoters

infused Rs.8 lakh into the business in the last three years, the liabilities of creditors remained high.

Turnover:

Stock of finished goods and receivables for credit sales were high in 2001–2002 and 2002–2003.

Profitability:

Since the unit was near Guwahati and the local market had good potential, the unit did well initially and

the dues were regularly paid upto 2000. Performance deteriorated rapidly due to repayment problems

from two major traders (debtors). A revival plan could have been evolved based on analysis of past

performance and future projections on various parameters. Evolving cost of project and means of finance

for revival was possible in the past when financial institutions were not finicky about reducing their Non-

Performing Asset (NPA) portfolio. Today, most institutions prefer one-time settlement of dues. The only

option for evolving, implementing and managing a sustainable project is to structure the cost of project

and means of finance by properly estimating the cost of raw material procurement, working capital etc, as

well as income, and deciding on the optimal means of finance through a capital structure analysis.



DAY – 2

SECTION – 1

Whom to Approach for What?

This Session was covered by Dr. Lijum Nochi Assistant Professor Department of

Economics, Rajiv Gandhi University, Itanagar

The new entrepreneurs must know where to go for a particular piece of information as this knowledge

will help them to avoid a lot of running around. For this, they must know clearly what they are looking

for. Some may be completely ignorant, a few may know about marketing or production or finance, etc.

The completely ignorant will require initial desk work and discussions with knowledgeable persons like

the EDP trainer, extension officers, businessmen, small-scale industrialists, etc. This will help them

accelerate the process of enterprise establishment. Those with some knowledge will require specific

information. It will be useful for them to list the various things to be completed to set up their enterprise.

This desk work will give them a clear idea about the assistance they need to fulfill their activities. Various

development agencies assist entrepreneurs:

Some agencies provide only general information and you yourself have to collect specific

information.

Some provide technical/marketing expertise in specialized areas.

Dr. Lijum Nochi Delivering his Lecture



Some provide guidance in technical and financial matters, besides taking up turnkey

responsibility (implementation assistance).

But government formalities will have to be completed by the entrepreneurs themselves. They can contact

the concerned departments/offices for information.

You should only retain the relevant information/data while collecting information. You must keep

important information at a proper place to find them when needed. The compilation and segregation of

information will need table work and it should be compared with the checklist prepared earlier to ensure

all data has been collected before actual commencement of work. Expert guidance will help in decision-

making process. It will be useful to acquire first-hand information from institutions to get a clear picture

of the entire exercise. A table below shows various sources of information for a new entrepreneur. They

need not contact all agencies except the relevant ones. However, they must contact at least the following

agencies to have knowledge about small scale industries and the procedures:

Sources of Information for a New Entrepreneur

Directorate/Commissioner of Industries Office

State Financial Corporation

Technical Consultancy Organisation and

Agencies Conducting Entrepreneurship Development Programmes

Whom to contact and for what Information

Sr. No. Areas of assistance Source

1 For Selection of a Project SISI, DIC, TCOs, SFCs

2 Registration DIC

3 Finance Banks, SFCs, NSIC

4 Technical guidance DIC, TCOs, CFTRI, SISI, NSIC, DFRI

5 Training ED Inst., SISI, TCOs, DICs, CFTRI, NGOs

6 Infrastructure DIC, IDCs, LA

7 Raw Materials DIC

8 Plant & Machinery DIC, NSIC, SISI

9 Marketing information DIC, TCOs, EPC, (APEDA, MPEDA)



Abbreviation used

DIC = District Industries Centre

SISI = Small Industries Service Institute

TCOs = Technical Consultancy Organisations

SFCs = State Financial Corporations

NSIC = National Small Industries Corporation

DFRI = Defense Food Research Laboratory

ED Inst. = Entrepreneurship Development Organisations

CFTRI = Central Food Technology Research Institute

DCs = Infrastructure Development Corporations

LA = Local Authorities like Municipalities

EPC (APEDA, MPEDA) = Export Promotion Council (Agriculture and

Processed Food Export Development Authority, Marine Products Export

Development Authority)



SECTION – 2

Planning for Small Scale Food Processing Industry

This Session was covered by Dr Ajit Singh

Planning of a project is very critical these days. If we have the knowledge of all the resources available

around us which can provide information for the project planning, then the implementation of the project

is possible in very short time. Planning of the project involves following steps:

1. Project Identification

It is the first and the foremost important step in the planning. Be always aware of the resources available

around you on which you can base your project. The decision for establishing a project mainly depends

on some factors, but there is not any set rule for this. It can be decided on the available market for a

project, availability of some specific raw material in a particular area, high and regular demand of a

specific product in the area, scope of some export oriented unit in the area. Apart from these factors it is

advised that do not make harsh decision on the projects or don‟t go for a project already present in the

area. If planning for some new project then a market survey for the demand of the project is also

necessary. Identification of a sustainable project is considered as half battle won. A good business

opportunity is that which is a techno-economically and commercially viable and feasible and

environmentally sustainable. Every entrepreneur needs to identify a sound opportunity. To identify an

opportunity, one need to follow these steps:-

Collect basic information on local resource base, e.g. agriculture, forest and mines

Take help from the DIC, Banks and other financial organizations for the opportunity

identification (OI) exercises done earlier

Discuss with octroi and sales tax officials about the inflow of goods

Collect negative list of banned items for financing

List out poor performing industry and try to know the reason of their failure

Collect information on availability of infrastructure like power, water and transport etc.

Specifically for food processing industries identification of business opportunity can be

done on following parameters –



Natural Resource-Based Opportunities: such as the ones based on cereals, cash crops, fruits

and vegetables, agro-wastes, animals, marine-based, processing of food products like cereals and

pulses fruit preservation, pickles, honey, etc.

Local Industry Based: those dealing in supply of intermediary raw material, ancillarisation, job-

work, recycling of industrial wastes, by-products, etc.

Local Demand Based: which may include products like bread, biscuits, flour, spices etc.

Export Based: any local product, which is being exported; or resources available locally to

manufacture the items, which have good export potential.

2. Market Survey

Markets are changing rapidly, becoming complex and competitive. It is difficult to keep pace with the

rapidly changing demand and supply patterns as an entrepreneur is unable to respond quickly to a new

environment. He needs better market understanding and a market survey puts him in contact with the

market. A systematic use of this tool can reduce risks in decision-making. Markets are changing rapidly,

becoming complex and competitive. It is difficult to keep pace with the rapidly changing demand and

supply patterns as an entrepreneur is unable to respond quickly to a new environment. He needs better

market understanding and a market survey puts him in contact with the market. A systematic use of this

tool can reduce risks in decision-making. Market survey is a valuable tool to help minimise risks and

increase the probability of success. However, that doesn‟t mean it is a sure-shot way to eliminate risk and

guarantee complete success. You should undertake market assessment with a survey before you finalise

marketing plans for your product or service.

Conducting a market survey does not always mean contacting people directly. There may be information

in the form of reports, published material or documents of trade/industry associations. Data may be

collected from two sources:

Primary data sources: Information coming straight from those in the specified market, e.g. in

the toy market, information obtained from toy manufacturers and traders.

Secondary data sources: Data existing in reports or in a published form and may not have been

collected for specific purpose. Such information can also be had from census office, banks,

traders and manufacturers‟ association or published anywhere.



3. Project Report Making

After the project identification another step is to make a project report which is considered as a forecast

plan for the project which shows the financial and technical requirement of the project. A feasible project

report includes the following information:

Background of the entrepreneur and constitution of the business

Market potential and marketing strategy

Selection of location

Requirements of land and building

Manufacturing process

Requirements of plant and machinery

Requirement of utilities

Requirement of raw material

Estimated cost of the project

Proposed means of finance

Cost of production and profitability

Break-even point

Cash flow statement

Internal rate of return



Some prerequisites and requirements to start the projects

1. Selection of Location

The location should be decided according to the proximity to sources of raw materials, consumption

centres, availability of infrastructure, necessary skills in surrounding areas and availability of incentives.

However all these requirements may not available at one place but in this case decision should; be made

on the basis of raw material availability, availability of the market, availability of transport on priority.

Some cases show most entrepreneurs attaching more importance to available financial incentives and

ignoring other important aspects guiding the selection of the location. Such misplaced emphasis may

render the project unviable in the long run. Your decision on the location, therefore, should not just be

based on incentives, but more on availability of infrastructure and skills.

2. Land and Building

Before assessing land requirements, you must draw up a plant layout based on the type of facilities

proposed to be installed. Normally, the land should not exceed five to six times the built-up area; but it all

finally depends upon the project. Land in excess of the requirement will block up funds, which could

otherwise be utilized for productive purposes. The land should be free from any encumbrances and should

be non-agricultural.

3. Selecting the right manufacturing method

Suitable manufacturing processes have to be identified for production. Some products may need a

particular process depending upon raw material availability, the prices and the quality requirement of the

end product.

4. Finance in hand

To start any enterprise you must have some financial backup to cope up some immediate need. If you are

going for a loan from the bank finance is needed in the form of margin money etc.

5. Government formalities and procedures

i) Constitution of the Business: You should decide on the organizational form of your

business, viz. if it should be a proprietorship, partnership or a private limited company,



according to the size of its operations and the degree of risk involved. In proprietorship, the

gains and losses of the business rest with the proprietor, while in partnership, all the partners

share the gains and the losses except the minor partners, who are exempt from bearing the

losses. In a private limited company, the members take the gain or losses as per their holding

in the company, for it is considered to be a separate legal entity. Once the business

constitution is decided, you may undertake necessary formalities for registering the firm

accordingly

ii) SSI Registration: Required for the Records - Though SSI registration is not mandatory

according to recent changes in the rules, it is advisable that you register your small-scale unit

with the District Industries Centre (DIC) of the district where your project will be located.

The government requires this registration to plan for future needs of the industry and it is in

your interest to register your unit.

iii) Acquisition of Infrastructure Facilities: If you plan to locate your project in an industrial

estate promoted by a government agency, you may apply for a built-up shed or a plot of land.

You can start your activities once the shed/plot is offered. If you have been allotted plot, you

can start construction after your building plans are approved. In either case, you have to apply

for power connection to the State Electricity Board and for water to the authorities concerned.

iv) Pollution Control Clearance: Obtain NOC or Consent: You should also apply for

obtaining an NOC from the State Pollution Control Board (PCB). If your unit is likely to be a

pollution hazard or may discharge effluents, the PCB first issues an NOC with certain

conditions to install facilities to check air or water pollution to specific levels. After you have

installed the necessary facilities and they are satisfied, the PCB gives its consent to start

operations.

v) Arrangement of Finance for Fixed Assets and Current Assets: After taking these

clearances, you may apply for a term loan either to a state level financial institution or a

commercial bank, with a techno-economic feasibility report, including market survey, and all

documentary evidence justifying your claim for the project being feasible. Once the loan is

sanctioned, you may have to execute necessary legal documents mortgaging your assets. The

disbursement of the term loan usually starts after you have fulfilled all the conditions and also

after 50 per cent of your own capital is raised and invested in the project. The institutions



generally disburse 75 per cent of the loan sanctioned on a matching basis. Thereafter, you

should raise and invest the rest of your contribution to stake your claim for disbursal of the

balance term loan. Simultaneously, you can also negotiate with your bankers to sanction the

working capital requirements. The bankers would, however, consider the working capital

loan only after the term loan is sanctioned. If you propose to locate your project in developing

areas eligible for state incentives, you will need to apply for registration and sanction with the

state authority to avail the incentives. Only after you get the sanctions can you start

implementing your project.



SECTION – 3

Role of different Financial Institutes in setting of the Food Enterprise

This Session was conducted by Dr. Tasi Kaye, Assistant Professor, Department of

Commerce, Rajiv Gandhi University, Itanagar

1. Role of Banks

Under a broad categorisation, approximately 77 percent of the total turnover of the MSME sector is

linked to various industries in the manufacturing sector (agri and food products, textiles, metals etc.) and

the balance is contributed by the entities linked to the services sector (agriculture, trade, retail,

maintenance, IT, etc.). MSMEs in Eastern Indian and particularly North Eastern States have been lagging

behind the other states in terms of access to financing from the banks. Low access to infrastructure and

electricity and roads has significantly hindered the growth of the MSME industries in these regions and

consequently their access to organized lending from banks.

Small Industries Development Bank of India (SIDBI)

The Small Industries Development Bank of India Act, 1989 envisaged SIDBI to be “the principal

financial institution for the promotion”, financing and development of industry in the small-scale sector

Dr. Tashi Kaye delivering his lecture



and to co-ordinate the functions of the institutions engaged in the promotion and financing or developing

industry in the small scale sector and for matters connected therewith or incidental thereto. Over the

years, SIDBI has put in place financing schemes either through its direct financing mechanism or through

indirect assistance mechanism and special focus programmes under its P&D initiatives. In its approach,

SIDBI has struck a good balance between financing and providing other support services. Four basic

objectives are set out in the SIDBI Charter, which are as:

For orderly growth of industry in the small scale sector. The Charter has provided SIDBI considerable

flexibility in adopting appropriate operational strategies to meet these objectives. The activities of SIDBI,

as they have evolved over the period of time, now meet almost all the requirements of small scale

industries which fall into a wide spectrum constituting modern and technologically superior units at one

end and traditional units at the other.

a) Different schemes of SIDBI

i) Loan Facilitation & Syndication Service

Under this initiative, SIDBI facilitates Bank loans for new as well as existing manufacturing and service

sector units. It is SIDBI‟s initiative in partnership with Banks, Rating Agencies (RAs) and Accredited

Consultants (ACs). It‟s a transparent, structured mechanism for timely consideration of loan applications.

ii) Growth Capital & Equity Assistance

This scheme is mainly for the Existing Small and Medium Businesses in need of Capital for Growth.

Growth Capital and Equity Assistance Scheme provides assistance in form of Mezzanine/ Convertible

Instruments, Subordinated debt and Equity (in deserving cases).This quasi assistance has a higher

moratorium on repayment and a flexible structuring.

Co-ordination

Development

Promotion

Financing



iii) Flexible Assistance for Capital Expenditure

This scheme is mainly for the Existing MSME planning to Modernize, Upgrade Technology, Diversify by

making large Investments in land/ building . Finance for up gradation and modernization - SIDBI

Understands your need to adopt modern technological processes and undertake capacity expansion as per

your business needs. SIDBI has been identified as a Nodal Agency for the releasing of assistance,

monitoring, interface and coordination with Financial Institutions, Banks and the Government. SIDBI

help New as well as Existing Small and Medium Enterprises benefit from the following Schemes:

iv) FPTUFS – Scheme for Food Processing Industries- This scheme was launched by the ministry

of food processing industries with the up-gradation of processing capabilities of food processing industry

in India. This scheme covers technology up-gradation/setting up/modernization/ expansion of food

processing industries In fruit and vegetables, milk products, meat poultry, fisheries, cereal, other

consumer food products, oilseed products, rice milling, flour milling, pulse processing and such other

agri-horticulture sectors including food flavours and colours, oleoresins, spices, coconut, mushrooms and

hops etc leading to value addition and shelf life enhancement.

Eligibility - New as well as existing unit setup as sole propriety, partnership, cooperative societies are

eligible for subsidy. Unit setup by women, schedule caste and schedule tribe are given priority for

consideration of subsidy.

Pattern of assistance - The scheme provides subsidy to a quantum of 25% of cost of eligible plant &

machinery and technical civil works subject to a maximum of 50 lakh in general areas and 33% or upto

75 lakh in difficult areas (Jammu and Kashmir, Himachal Pradesh, Andaman and Nicobar islands, North

Eastern states and Lakshadeep) and integrated tribal development project areas. Only new plant and

machineries are eligible for the subsidy. The time and validity of this scheme is revised and updated time

to time.

Marketing fund for women - The assistance under the Fund is available to women entrepreneurs and

organisations involved in marketing of products manufactured by women entrepreneurs to increase their

reach, both in domestic and international markets.



DAY – 3

SECTION – 1

Section 1 and 2 were covered by Ms. Devi Baruah, Assistant Professor, Department of

Commerce, Rajiv Gandhi University, Itanagar

Role of District Industries Centre (DIC)

The 'District Industries Centre' (DICs) programme was started by the central government in 1978 with the

objective of providing a focal point for promoting small, tiny, cottage and village industries and to make

available to them all necessary services and facilities at one place.

To facilitate the process of small enterprise development, DICs have been entrusted with most of the

administrative and financial powers under the 'Directorate of Micro & Small Scale Enterprises'. DIC is

headed by a General Manager who is assisted by managers, Dy managers, IDOs and other officers &

staffs. Block level assistances are provided through IDOs at the Blocks. Basically the District Industries

Centre is a promotional agency and acts as facilitation centre.

Temporary and permanent registration of the enterprises in the form of EM 1 and EM2

respectively

Implementation of various schemes and programmes for employment generation and extend

welfare schemes.

Co-ordination and liaison with various district bodies/ authorities.

Ms. Devi Baruah conducting her session



Assisting other Govt. departments with regard to industrial information/ surveys etc.

Creation Project data banks

Acts as the focal point of the industrialization of the district through promotional programmes.

Opportunity guidance to entrepreneurs.

Compilation of information about local sources of raw materials and their availability.

Manpower assessment with respect to skilled, semi-skilled workers.

Assessment of availability of infrastructure facilities like quality testing, research and

development, transport, prototype development, warehouse etc.

Organises entrepreneurship development training programs.

Provides information about various government schemes, subsidies, grants and assistance

available from the other corporations set up for promotion of industries.

Advices the entrepreneurs on investments.

Acts as a link between the entrepreneurs and the lead bank of the district.

Implements government sponsored schemes for educated unemployed people.

Helps entrepreneurs in obtaining licenses from the Electricity Board, Water Supply Board, No

Objection Certificates etc.

Assist the entrepreneur to procure imported machinery and raw materials.

Organises fairs, marketing outlets in liaison with other government agencies.

In Arunachal Pradesh these Institutions are providing services like identification of suitable schemes,

preparation of project report, arrangement for providing required plant and machineries and raw-material

for entrepreneurs and marketing opportunities. The DICs and sub-DICs assists the entrepreneurs to avail

themselves a series of packages, incentives and facilities provided by both Central and State Govt.

towards the rapid industrialization in the State. The DICs and Sub-DICs are not only acting as a co-

ordinating agency but also maintaining close liaison with all Development Department and Financial

Institutions in providing various assistances to the prospective entrepreneurs. There are two Industrial

Training Institutes and one Rural Industries Development Centre that are functioning in the State

technical manpower in the State. Besides, these Institutes are also helping the local youth to generate self-

employment.

DIC schemes for Small Scale Industries

Any rural service and cottage industry is eligible to get the benefit under the scheme



2 Soft loan from D.I.C for general categories 20% upto Rs.40,000/- and 30% for the SC/ST

category upto Rs.60,000/- against the project cost approved by the Financial Institutions.

The value of Plant & Machinery should not be more than Rs.2.lakhs.Soft loan is admissible

@ 4% interest p.a.

Role of National Bank for Agriculture and Rural Development (NABARD)

The bank came into existence on 12 July 1982 by transferring the agricultural credit functions of RBI and

refinance functions of the then Agricultural Refinance and Development Corporation (ARDC). NABARD

was dedicated to the service of the nation by the late Prime Minister Smt. Indira Gandhi on 05 November

1982. The National Bank for Agriculture and Rural Development (NABARD) was set up in July 1982. It

became the apex institution to play a pivotal role in the sphere of policy planning and providing refinance

facilities to rural financial institutions and for augmenting their resource base.

1. Main functions of NABARD

Main functions of NABARD are given as under –

Providing finance and also refinance for production and marketing in the rural areas.

Coordinating and advising the operations of institutions engaged in rural credit.

Promoting research in agriculture and rural development.

Promotion of kissan credit cards and swarozgar credit card loan products.

2. Schemes of NABARD

i) Rupay Kissan Credit Card - The Kisan Credit Card (KCC) has emerged as an innovative

credit delivery mechanism to meet the production credit requirements of the farmers in a

timely and hassle-free manner. As per the revised guidelines for KCC, the KCC should be a

smart card cum debit card which could be used in the ATMs/Hand held Swipe Machines etc.

RuPay is a new card payment scheme launched by the National Payments Corporation of

India (NPCI), has been conceived to fulfill RBI‟s vision to offer a domestic, open-loop,

multilateral system which will allow all Indian banks and financial institutions in India to



participate in electronic payments. RuPay has come out with its RuPay KCC offering which

leverages the benefits of both KCC and RuPay.

ii) Adivasi Development Programmes(ADP) - NABARD has been closely associated with

tribal development through concessional rates of refinance, general line of credit for tribal

development agencies such as Girijan Cooperative Corporation, and sustainable livelihoods

through orchard based farming systems. As an integral component of NABARD‟s Natural

Resource Management policy of providing sustainable livelihoods, NABARD laid special

emphasis on providing support for holistic development of tribal communities with orchard

cultivation as the core element. The implementation of comprehensive Adivasi

Development Programmes (ADP) in Gujarat since 1995 and in Maharashtra since 2000

had provided several insights for NABARD in framing strategies for holistic development of

tribal regions. The Adivasi Devlopment Programmes were externally supported by German

bank, KfW who have chosen NABARD as Indian partner. The programme implementation

at ground level has been taken up by BAIF, one of the renowned nongovernmental

organization in natural resource management sector. The central focus of ADPs is “wadi”

(small orchard) together with suitable soil conservation, water resource development

measures and other measures for improving the quality of tribal life such as community

health & sanitation, women development, institutional development, etc. The wadi model of

tribal development has been acclaimed worldwide as a sustainable and replicable model for

poverty alleviation.

iii) Dairy entrepreneur development scheme - Dairy Entrepreneurship Development Scheme

(DEDS) has come into effect from 1 September 2010. Some features of this scheme are as

under:

Small dairy farms – cross bred cows, graded buffaloes (upto 10 animals) – Rs 5 lakh

Vermicompost (with milch animals unit) – 20000

Heifer calf rearing – upto 20 calves – Rs 4.80 lakh

Purchase of milking machines/milk testers/dulk milk coolers (upto 20000 lr capacity) –

Rs 18 lakh

Indigenous milk product manufacturing units – upto Rs 12 lakh.

Dairy product transport facilities and cold chain – Rs 24 lakh.



Cold storage for milk/milk products – Rs 30 lakh

Private veterinary clinic – Rs 2.4 lakh

Dairy parlour – Rs 56000

iv) Production Units Of Bio-fertilizers - Under the scheme, each unit of Bio-fertilizers – Bio-

pesticides will be provided with a subsidy @ 25% of the capital cost of the project subject to

a ceiling of Rs.40 lakh and each unit of fruit and vegetable waste compost production unit

will be provided with a subsidy @ 33% of the capital cost of the project subject to a ceiling

of Rs.60 lakh. The remaining cost will be met through term loan from banks and margin

money. The subsidy will be credit linked and back ended.



SECTION – 2

Role of Krishi Vigyan Kendra (KVK)

A large number of appropriate farm technologies have been developed at the research stations. But only a

few of them have been adopted at the farm level. It is more so with the small and marginal farmers. It is

essential to see the so developed technology should reach grass root level farmers for whom it was

developed. For this purpose mainly the KVK were established.

1. Functions of KVK

The main objective of the KVK is to provide a strong training support for bringing about production

breakthrough in agriculture. The specific objectives are as follows:

i. Planning and conducting Survey of the operational area to prepare a resource inventory with

special reference to identify the training needs of the farming community.

ii. Compile all the relevant information regarding recommendations/packages of practices for the

district to be meaningfully utilized in the training courses, and the follow up of extension

programmes.

iii. Plan and conduct production-oriented, need based short and long duration training programme,

both on the campus, as well as in the villages for various targeted groups with priority on the

weaker and poorer sections.

iv. Organize farm science clubs, both in rural schools, and in villages to encourage the younger

generation, a liking for and an interest in agricultural and allied sciences and for scientific

farming through supervised projects. To develop and maintain the campus farms and

demonstration units on scientific lines, as the facilities for providing work-experience to the

trainees as also dissemination of latest technical knowledge.

v. Provide practical training facilities of the Kendras to the teachers and the students of vocational

agriculture of higher secondary schools.

vi. Imparts some general education to rural illiterates and school dropouts, in order to make them

good farmers and better citizens.



vii. Provided training facilities in home-making and nutrition education for rural community and

extending to other important areas such as home crafts and cottage industries related to the rural

development.

The three fundamental principles of the KVK are (i) agricultural production as the prime goal, (ii) work-

experience as the main method of imparting training (iii) Priority to weaker sections of the society, are the

backbone.

Need based training courses are designed, for different types of farmers. Courses are based on the

information received through family and village survey. No certificate or diploma is awarded irrespective

of the duration of the courses. After the training, follow-up extension programmes are organized for

converting the acquired skills of the trainees into practice. While designing the courses, the concept of

farming system is taken into account to make the enterprises commercially viable.

The training starts from farmers production units such as fields, farms, dairy units, poultry units, sheep

units, goat units, pig units, workshop etc. and terminates in discussion assembly. The training

programmes takes into account all the methods and means which will result in skill development in

trainees in the areas of their interest. It can be informal, formal or non- formal or a combination of all

three, depending upon the needs and resources of the farmers.

Table. List of KVK in Arunachal Pradesh

Sr. No. Address of KVKs Host Organization

1. Krishi Vigyan Kendra, Distt. Lohit Director, NRC on Yak, Dirang, West Kameng

District, Arunachal Pradesh

2. Krishi Vigyan Kendra, Distt. Upper

Subansiri

Director, Directorate of Agriculture, Govt. of

Arunachal Pradesh Naharlagun-791110, Itanagar

3. Krishi Vigyan Kendra, Jachhapa,

(Yachuli), Distt. Lower Subansiri


Arunachal Pradesh, Naharlagun-791110, Itanagar

4. Krishi Vigyan Kendra, Karsingsa

Animal Husbandry Farm,

Distt. Papumpare

Director, Department of Animal Husbandry and

Veterinary, Govt. of Arunachal Pradesh, Nirjuli,

Naharlagun-791110, Itanagar.

5. Krishi Vigyan Kendra, Korak (Geku

township) Distt. Upper Siang


Arunachal Pradesh, Naharlagun 791110, Itanagar.

6. Krishi Vigyan Kendra, Pampoli, PO.

Seppa, Distt. East Kameng

Director, Department of Agriculture, Govt. of

Arunachal Pradesh, Naharlagun-791110, Itanagar.

7. Krishi Vigyan Kendra, Distt. Tawang Director, Directorate of Agriculture, Govt. of

Arunachal Pradesh, Naharlagun-791110, Itanagar



8. Krishi Vigyan Kendra, College of

Horticulture & Forestry, CAU,

PasighAt.791102, Distt. East Siang

Vice-Chancellor, Central Agricultural University,

Imphal-795004

9. Krishi Vigyan Kendra, Dirang, Distt.

West Kameng


Arunachal Pradesh, Naharlagun-791 110, Itanagar

10. Krishi Vigyan Kendra, Tirap,

PO.Deomali, Distt. Tirap-786629,


Arunachal Pradesh, Naharlagun-791 110, Itanagar

11. Krishi Vigyan Kendra, Distt. Agril.

Officer, Roing, Distt. Lower Dibang

Valley


Arunachal Pradesh, Naharlagun (Arunachal

Pradesh)

12. Krishi Vigyan Kendra, Basar, Distt.

West Siang -790051

Director, ICAR Complex for NEH Region,

Umroi Road, Barapani-793103 Meghalaya

13. Krishi Vigyan Kendra Jairampur, Distt.-

Changlang (Arunachal Pradesh)

Director of Agriculture, Department of Agriculture,

Govt. of Arunachal Pradesh,

Naharlagun

National Small Industries Corporation (NSIC)

National Small Industries Corporation Ltd. (NSIC), is an ISO 9001-2008 certified Government of India

Enterprise under Ministry of Micro, Small and Medium Enterprises (MSME). NSIC has been working to

fulfill its mission of promoting, aiding and fostering the growth of small industries and industry related

micro, small and medium enterprises in the country.

NSIC operates through countrywide network of offices and Technical Centres in the Country. NSIC

carries forward its mission to assist small enterprises with a set of specially tailored schemes designed to

put them in a competitive and advantageous position. The schemes consist of facilitating marketing

support, credit support, technology support and other support services.

1. Functions of NSIC

NSIC acts as a facilitator to promote small industries products and has devised a number of schemes to

support small enterprises in their marketing efforts, both in an outside the country. These schemes are

briefly described as under:

a. Consortia and Tender Marketing: Small Enterprises in their individual capacity face problems

to procure & execute large orders, which inhibit and restrict their growth. NSIC, accordingly



adopts Consortia approach and forms consortia of units manufacturing the same products,

thereby easing out marketing problems of SSIs.

b. Single point Registration for Government Purchase: NSIC operates a single Point Registration

Scheme under the Government Purchase Programme, wherein the registered SSI units get

purchase preference in Government purchase programme, exemption from payment of Earnest

Money Deposit etc.

Issue of the Tender Sets free of cost;

Exemption from payment of Earnest Money Deposit (EMD),

In tender participating MSEs quoting price within price band of L1+15 per cent shall also be

allowed to supply a portion upto 20% of requirement by bringing down their price to L1

Price where L1 is non MSEs.

c. NSIC Infomediary is a Business-to-Business (B2B) Portal that has been established to give

online services for small and medium time importers, exporters and service providers in India.

d. To showcase the competencies of Indian SSIs and to capture market opportunities, NSIC

participates in select International and National Exhibitions and Trade Fairs every year. NSIC

facilitates the participation of the small enterprises by providing concessions in rental etc.

Participation in these events exposes SSI units to international practices and enhances their

business prowess.

e. Bulk and departmental buyers such as the Railways, Defense, Communication departments

and large companies are invited to participate in buyer-seller meets to enrich small enterprises

knowledge regarding terms and conditions, quality standards, etc required by the buyer.

f. NSIC's Raw Material Assistance Scheme aims at helping Small Enterprises by way of

financing the purchase of Raw Material (both indigenous & imported). The salient features are

Financial Assistance for procurement of Raw Materials upto 90 days.

Bulk purchase of basic raw materials at competitive rates.

NSIC facilitates import of scares raw materials.

g. NSIC takes care of all the procedures, documentation & issue of letter of credit in case of

imports.



h. In order to ensure smooth credit flow to small enterprises, NSIC is entering into strategic

alliances with commercial banks to facilitate long term / working capital financing of the small

enterprises across the country.

i. NSIC offers small enterprises the following support services through its Technical Services

Centres and Extension Centres.

Advise on application of new techniques

Material testing facilities through accredited laboratories

Product design including CAD

Common facility support in machining, EDM, CNC, etc.

Energy and environment services at selected centres

Classroom and practical training for skill upgadation

j. Incubation of unemployed youth for setting up of New Micro & Small enterprises This

programme facilitates setting up of new enterprises all over the country by creating self-

employment opportunities for the unemployed persons. The objective of this scheme is to

facilitate establishment of new small enterprises by way of providing integrated services in the

areas of training for entrepreneurial skill development, selection of small projects, preparation

of project profiles/reports, identification and sourcing of plant, machinery and equipments,

facilitating sanction of credit facility and providing other support services in order to boost the

development of small enterprises in manufacturing and services sectors.

k. Bill discounting scheme- The Scheme covers purchase / discounting of bills arising out of

genuine trade transactions i.e. purchase of supplies made by small scale units to reputed Public

Limited Companies / State and Central Govt. Departments / Undertakings.

Ministry of Small and Medium Enterprise (MSME)

The Ministry of Micro, Small and Medium Enterprises , a branch of the Government of India, is the apex

body for the formulation and administration of rules, regulations and laws relating to micro, small and

medium enterprises in India. The MSMEs constitute over 90% of total enterprises in most of the

economies and are credited with generating the highest rates of employment growth and account for a

major share of industrial production and exports. In India too, the MSMEs play a pivotal role in the

overall industrial economy of the country. In recent years the MSME sector has consistently registered



higher growth rate compared to the overall industrial sector. With its agility and dynamism, the sector has

shown admirable innovativeness and adaptability to survive the recent economic downturn and recession.

In India, the enterprises have been classified broadly into two categories:

Manufacturing; and

Those engaged in providing/rendering of services.

Both categories of enterprises have been further classified into micro, small and medium enterprises

based on their investment in plant and machinery (for manufacturing enterprises) or on equipments (in

case of enterprises providing or rendering services). The present ceiling on investment to be classified as

micro, small or medium enterprises is as under:

Investment Ceiling for Plant, Machinery or Equipments*@

Category Manufacturing Enterprises Service Enterprises

Micro Up to Rs.25 lakh ($50

thousand)

Up to Rs.10 lakh ($20 thousand)

Small Above Rs.25 lakh ($50

thousand)

Above Rs.10 lakh ($20 thousand) & up to Rs.2 crore

($0.40 million)

Medium

Above Rs.5 crore ($1

million) up to Rs.10 crore ($2

million)

Above Rs.2 crore ($0.40 million) up to Rs.5 crore ($1

million)

1. Role and Functions of MSME

i. Fee-based consultancy services and training in the following areas:

Capacity Building of Entrepreneurs and Technical Manpower of SMEs;

Policy & Institutional Framework for SME Promotion, Development and Enhancing

Competitiveness;

Entrepreneurship Development;

Business Development Services.

ii. Establishment of Turnkey Projects for setting up manufacturing MSMEs on commercial terms.

iii. Skill upgradation programmes in selected areas such as CNC Machining, Sheet-Metal

Technologies, CAD &



iv. CAM Designing, Wool Processing & Weaving, Leather Technology, Plastic Technology, Wood

Working, etc.

v. Conducting surveys and studies to identify the tooling and related skill requirements in specific

areas or regions like hilly/backward/indigenous.

vi. Providing turnkey assistance to set up Tool Rooms & Training Centres.

vii. Providing consultancy to existing manufacturing SME in upgrading their production facilities,

selection of machine tools, design consultancy for tools, moulds, dies, jigs & fixtures, etc.

viii. Providing specialized/tailor-made training courses for specific target groups.

ix. Providing consultancy to existing training institutes in course design and curriculum development

including trainers training programmes.

x. Assistance in product design, tool design and manufacturing of intricate toolings.

xi. High precision tools, moulds, dies, jigs & fixtures etc. as per design/specifications of local

industry.

xii. Product development & rapid prototyping services.

2. Schemes of MSME

Some of the important schemes of MSME are given as under -

i. Micro & Small Enterprise – Cluster Development Programme (MSE-CDP)– The

Ministry of Micro, Small and Medium Enterprises (MSME), Government of India (GoI) has

adopted the cluster development approach as a key strategy for enhancing the productivity and

competitiveness as well as capacity building of Micro and Small Enterprises (MSEs) and their

collectives in the country. Clustering of units also enables providers of various services to them,

including banks and credit agencies, to provide their services more economically, thus reducing

costs and improving the availability of services for these enterprises.

ii. Credit Linked Capital Subsidy Scheme For Technology Upgradation (CLCSS)-The

Scheme was launched in October, 2000 and revised w.e.f. 29.09.2005. The revised scheme aims

at facilitating Technology Upgradation of Micro and Small Enterprises by providing 15% capital

subsidy (12% prior to 2005) on institutional finance availed by them for induction of well

established and improved technology in approved sub-sectors/products. The admissible capital



subsidy under the revised scheme is calculated with reference to purchase price of Plant and

Machinery. Maximum limit of eligible loan for calculation of subsidy under the revised scheme

has also been raised from Rs. 40 lakhs to Rs. 100 lakh w.e.f. 29-09.2005.

iii. Rajiv Gandhi Udyami Mitra Yojna (RGUMY) – The objectives of Rajiv Gandhi Udyami

Mitra Yojna (GGUMY) is to provide handholding support and assistance to the potential first

generation entrepreneurs, who have already successfully completed EDP/SDP/EDSP or

vocational trainings from it, through the selected lead agency i.e. Udyami Mitras in the

establishment and management of the new enterprise, in dealing with procedural and legal

hurdles and in completion of various formalities required for setting up and running of the

enterprise.



SECTION – 3

Section-3 and 4 was conducted by Ms. Sunita Singh, IIRD- Shimla

Ministry of Food Processing Industries (MoFPI)

The Ministry of Food Processing Industries is concerned with formulation and implementation of the

policies & plans for the food processing industries within the overall national priorities and objectives. A

strong and dynamic food processing sector plays a vital role in reduction in the wastage of perishable

agricultural produce, enhancing shelf life of food products, ensuring value addition to agricultural

produce, diversification &commercialization of agriculture, generation of employment, enhancing income

of farmers and creating surplus for the export of agro & processed foods. In the era of economic

liberalization, all segments including; private, public and co-operative sectors have defined roles to play

and the Ministry promotes their active participation.

1. Role of MOFPI

The Ministry of Food Processing Industries, the Nodal Ministry of the Government of India for the sector

has a clear goal of attaining these objectives by facilitating and acting as a catalyst to attract quality

investments from within India and abroad into this sector with the aim of making food processing a

national initiative. With this overall objective, the Ministry aims at:

Better utilization and value addition of agricultural produce for enhancement of income of

farmers;

Minimizing wastage at all stages in the food processing chain by the development of

infrastructure for storage, transportation and processing of agro-food produce;

Induction of modern technology into the food processing industries from both domestic and

external sources;

Encourage R&D in food processing for product and process development and improved

packaging;

Provide policy support, and support for creation of Infrastructure, capacity expansion/ Up-

gradation and other supportive measures form the growth of this sectors;

Promote export of processed food products.



2. Schemes of MoFPI

Ministry of food processing has launched several schemes to promote and encourage the new and old

entrepreneurs in the field of food processing. Some of the schemes are listed below:-

i. Mega food park

The scheme aims to facilitate the establishment of a strong food processing industry backed by an

efficient supply chain, which includes collection centres, Primary Processing Centers (PPC), Central

Processing Center (CPC) and cold chain infrastructure. The CPC have need based common infrastructure

required for processing, packaging, environmental protection systems, quality control labs, trade

facilitation centres, etc. The extent of land required for establishing the CPC is estimated to be between

50-100 acres, though the actual requirement of land would depend upon the business plan, which may

vary from region to region. CPC is supported by farm proximate to Primary Processing Centers (PPC)

and Collection Centres (CCs) in identified locations based on a techno-feasibility study, adequate to meet

the requirements of the CPC. The land required for setting up of PPCs and CCs at various locations is in

addition to land required for setting up CPC. It is expected that on an average, each project will have

around 30-35 Food Processing Units with a collective investment of Rs 250 crore that would eventually

lead to annual turnover of about Rs 450-500 crore and creation of direct and indirect employment to

about 30,000 persons. The aggregate investment in CPC, PPCs and CCs should be proportionate and

commensurate to the size of the total project keeping in view the economies of scale.

Pattern of assistance - The scheme envisages a onetime capital grant of 50% of the project cost

(excluding land cost) subject to a maximum of Rs. 50 crore in general areas and 75% of the project cost

(excluding land cost)subject to a ceiling of Rs. 50 crore in difficult and hilly areas i.e. North East Region

including Sikkim, J&K, Himachal Pradesh, Uttarakhand and ITDP notified areas of the States.

ii) Scheme for cold chain

The objective of the scheme of Cold Chain, Value Addition and Preservation Infrastructure is to provide

integrated cold chain and preservation infrastructure facilities without any break from the farm gate to the

consumer. It covers pre-cooling facilities at production sites, reefer vans, mobile cooling units as well as

value addition centres which includes infrastructural facilities like Processing/ Multi-line Processing/

Collection Centres, etc. for horticulture, organic produce, marine, dairy, meat and poultry etc. Individual

or group of entrepreneurs can set up integrated cold chain and preservation infrastructure with business

interest in cold chain solutions. It can also be set up by those who manage supply chain enabling inking

groups of producers to the processors and market through well-equipped supply chain and cold chain.



Pattern of assistance - Financial assistance(grant-in-aid) of 50% the total cost of plant and machinery

and technical civil works in General areas and 75% for NE region including Sikkim and difficult areas

(J&K, Himachal Pradesh and Uttarakhand) subject to a maximum of Rs.10 crore.

iii) Scheme of abattoirs

The Ministry of Food Processing Industries (MOFPI) has launched the scheme of Setting up of New/

Modernization of existing Abattoirs with a view to ensure scientific, hygienic slaughtering of the animals

and supply of quality meat and meat products. The scheme will be implemented preferably under PPP

mode with the involvement of local bodies (Municipal Corporations and Panchayats)/ Public Sector

Undertakings/ Co-operatives/ Boards under Government and will have flexibility for involvement of

private investors/ exporters on a Build-Operate-Own (BOO)/ Build-Operate-Transfer(BOT)/ Joint

Venture (JV) basis. Regulatory functions will continue to be discharged by the local bodies. The salient

features of the scheme are as under:

Scientific and hygienic slaughtering of animals;

Application of modern technology for slaughter waste management and pollution control;

Humane treatment of animals/ minimizing transportation of animals

Better-by- product utilization/ value addition

Provision of chilling facility to prevent microbial activity in slaughtered animals

Better hygiene, safety and retail cold chain management;(vii) Better forward linkage facilities

for finished meat & meat products.

Pattern of assistance- The scheme envisages a grant of 50% of the cost of plant and machinery and

technical civil work and other eligible items subject to a maximum of Rs.15.00 Crores in general areas

and 75% of the cost of plant and machinery and technical civil work and other eligible items subject to a

maximum of Rs. 15.00 Crores in difficult areas (NE states including Sikkim, Jammu & Kashmir,

Himachal Pradesh, Uttarakhand and Integrated Tribal Development [ITDP] notified areas of the States)

per abattoir.

iv) Scheme of R&D, quality assurance and promotional activity

Quality and Food Safety have become competitive edge in the global market for the enterprises

producing and marketing foods products. For a successful food processing sector in the country, various

aspect of Total Quality Management (TQM) such as quality control, quality system and quality

assurance should function in a horizontal fashion for total success. Further, in the processed Food



Sector, R & D is an important area where focused attention is required as it is related to improvement of

production, quality, consumer safety and public health. There is need for R&D for development and up-

gradation of products, processes and technologies in the processed food sector. The Scheme has the

following components:

Setting up/up gradation of quality control/ food testing laboratory

Implementation of HACCPA/ ISO 22000, ISO 14000/GHP/GMP Etc

Research & development in the food processing sector

Promotional activities.

v) Setting up/up gradation of quality control/ food testing laboratory

The Scheme for setting up/up-gradation of food testing laboratories would benefit all stake holders

including domestic industry (Domestic and exports), entrepreneurs, small and medium enterprises, food

standards setting bodies and Government. The other objectives of the scheme are:

To analyse the samples received from food processing industries and others stake holders.

To reduce the time of analysis of samples by reducing transportation time of samples.

To ensure compliance of standards in case of exports as well as imports.

To establish a surveillance system for monitoring the quality and composition of food.

Pattern of assistance - Central/State Government and its organizations/ Universities (including deemed

universities) are eligible for grant-in-aid of entire cost of laboratory equipments required for labs and

25%of the cost of technical civil works to house the equipments and furniture and the fixtures associated

with the equipments for general areas and 33% for difficult areas (J&K, Himachal Pradesh, Uttaranchal,

Sikkim, North-Eastern States, Andaman & Nicobar Islands, Lakshadweep, Integrated Tribal Development

Projects (ITDP) area.

Eligibility - All other implementing agencies/private sector organizations are eligible for grant-in-aid of

50% of cost of laboratory equipments and 25% of the cost of technical civil works to house the

equipments and furniture and fixtures associated with the equipment for general areas and 70% of cost of

lab equipment and 33% of technical civil works for difficult areas.

Agency (PMA) engaged for providing advisory and implementation services to Food testing/Quality

Control Laboratories and follow up actions.



vi) Implementation of HACCP/ ISO 22000, ISO 14000/GHP/GMP Etc

HACCP, ISO Standards are necessary condition for improving the overall quality of food safety &

hygiene in the country and also to increase India's share in global food trade. This component of quality

assurance is intended to benefit stakeholders, including domestic industry, small and medium enterprises,

exporters, importers of food products, food standards setting bodies and Government.

Pattern of assistance - Under this component, assistance in the form of re-imbursement of expenditure is

provided to Central/ State Government Organizations, IITs and Universities and private sector units to the

extent of 50%of the cost of consultant fee, fee charged by Certification Agency, plant and machinery,

technical civil works and other expenditure towards implementation of Total Quality Management

System including ISO 14000, ISO 22000, HACCP, GMP & GHP in general areas subject to maximum

limit of Rs. 15 lakh and 75% in difficult areas subject to a maximum of Rs. 20 lakh.

vii) Research & development in the food processing sector

The main objective of the Scheme is the development of new products and new cost effective

technologies for preservation and packaging of food products, standardization of various factors such as

additives, coloring agents, preservatives, pesticide residue etc. All Universities, IITs, Central/State

Government Institutions, Public and Private Funded Organizations and CSIR recognized R&D units in

private sector.

Pattern of assistance - For Private Organizations, grant to the tune of 50% of equipment cost in general

areas and 70% in the difficult areas ( J&K, Himachal Pradesh, Uttaranchal, Sikkim, North-Eastern States,

Andaman & Nicobar Islands, Lakshadweep and Integrated Tribal Development Projects (ITDP) area.

viii) Promotional activities

The promotional activities of the Ministry are aimed at generating awareness about food processing

sector, its growth potential and attractiveness of this sector as an investment destination. Under the

scheme, financial assistance is provided for organizing Seminars/Workshops, Studies / Surveys,

Exhibitions/Fairs and Study Tours. Scheme also provides for participation of the Ministry in

National/International exhibitions/fairs to disseminate information regarding food processing industries,

familiarizing the entrepreneurs in modern technologies of production and packaging, development of

market and popularization of products as well as attracting investments into the sector etc.

Government/Academic Bodies, Industry Associations, NGOs, Cooperatives and other private agencies

etc. are eligible to seek assistance under the scheme.



Pattern of assistance - Under the scheme, financial assistance is provided up-to 50% of the total cost

subject to a maximum of Rs.3.00 lakhs for organizing seminar/workshop and conducting studies/surveys

etc. When the Ministry sponsors or commissions such events, the financial ceiling does not apply.

Depending upon the merit, the Ministry also provides financial assistance for organizing exhibitions/ fairs

and/ or participates in national/ international exhibitions/fairs on its own or in close association with

APEDA, CFTRI, Industry Associations etc.



SECTION – 4

National Mission on Food Processing (NMFP)- A centrally sponsored scheme

of MoFPI

Ministry of Food Processing Industries (MOFPI) launched a new Centrally Sponsored Scheme (CSS) -

NMFP on April 1, 2012 for implementation through State/ UT Governments. With the commissioning of

NMFP, a number of scheme which were implemented by MOFPI during XI Plan period were subsumed

with the Mission. The NMFP envisages establishment of a National Mission as well as corresponding

Missions in the State and District level. The basic objective of NMFP is decentralization of

implementation of food processing related schemes for ensuring substantial participation of State/ UT

Governments.

1. Objectives of NMFP

To promote facilities for post-harvest operations including setting up of food processing industries;

To undertake decentralization in the implementation of the schemes so far implemented by the

MOFPI in order to take into account the requirements suitable to the local needs;

To augment the capacity of food processors working to upscale their operations through capital

infusion, technology transfer, skill upgradation and handholding support;

To support established self-help groups working in food processing sector to facilitate them to

achieve SME status;

Capacity development and skill upgradation through institutional training to ensure sustainable

employment opportunities to the people and also to reduce the gap in requirement and availability

of skilled manpower in food processing sector;

To raise the standards of food safety and hygiene in order to meet the norms setup by FSSAI;

To facilitate food processing industries to adopt HACCP and ISO certification norms;

To augment farm gate infrastructure, supply chain logistics, storage and processing capacity;

To provide better support system to organized food processing sector.

2. Schemes of NMFP

The major programmes/schemes to be implemented under NMFP are given as under –



Scheme for technology up-gradation/ establishment/modernization of food processing industries

Scheme for cold chain, value addition and preservation infrastructure for non-horticulture products

Setting up/ modernization/ expansion of abboiters

Scheme of human resource development (HRD).

a. Creation of infrastructure facility for running degree/diploma/certificate courses in food

processing technology

b. Entrepreneurship development program (EDP)

c. Food processing training centres (FPTC)

d. Training at recognized institutes and sensitization cum awareness programme.

Scheme for promotional activities:-

a. Organizing seminar/workshops.

b. Conducting studies/surveys.

c. Support to exhibition/fairs.

d. Advertisement 7 publicity.

Scheme for creating primary processing processing centres / collection centre in rural areas

Modernization of meat shops

Reefer vehicles

i) Scheme for technology up-gradation/ establishment/modernization of food

processing industries

The main objective of the scheme is to increase the level of processing, reduction of wastage, value

addition, enhance the income of farmers as well as increase exports thereby resulting in overall

development of food processing sector. The scheme envisages to extend the financial assistance for

establishment of new food processing units as well as Technology Up gradation and Expansion of

existing units in the country.

Eligibility - All implementing agencies / organizations such as Govt. / PSUs / Joint Ventures / NGOs /

Cooperatives / SHG‟s / Private Sector / individuals engaged in establishment / up-gradation/

modernization of food processing units would be eligible for financial assistance under the scheme.

Pattern of assistance - The scheme envisages financial assistance to food processing units in the form of

grant-in-aid :



25% of the cost of Plant & machinery and technical civil works, subject to a maximum of Rs. 50

lakhs in general areas

33.33% of the cost of Plant & machinery and technical civil works, subject to a maximum of Rs.

75 lakhs in difficult areas(i.e. Jammu & Kashmir, Himachal Pradesh, Uttarakhand, Andaman &

Nicobar Islands and Lakshadweep) and Integrated Tribal Development Project (ITDP) areas.

50% of the cost of Plant & machinery and technical civil works, subject to a maximum of Rs.100

lakhs for North Eastern States including Sikkim.

Procedure for application - Applicants seeking financial assistance are required to submit their

applications to the designated authority / State Mission Directorate of NMFP. Applicants must submit

their applications at least 2 months before the date of start of Commercial production in prescribed format

along with the enclosures / documents.

ii) Scheme of Cold Chain, Value Addition and Preservation Infrastructure (for non-

horticultural products)

The objective of the scheme is to provide integrated and complete cold chain and preservation

infrastructure facilities from the farm gate to the consumer or from the production site to the market. Pre-

cooling facilities at production sites, reefer vans, and mobile cooling can be assisted under the Scheme.

This Scheme may also help to link groups of producers to the processors and markets through well-

equipped supply chain.

Eligible sectors – following sectors may be covered under this scheme:

Dairy – all milk and milk products etc

Meat – all meat and meat products etc

Aquaculture and marine products like prawns, seafood, fish and their processed products etc

Any other non-horticultural food products requiring integrated cold chain.

Eligibility – This scheme is mainly for individuals or groups of entrepreneurs interested in supply chain

management, organization such as PSUs/Govt./ joint ventures/NGOs/ cooperatives/ SHGs etc. the

applicant should have sound financial back ground. The net worth of the applicants should be more than

1.5 times of the grant applied for.

iii) Guidelines for implementation of human resources development scheme



The Scheme for Human Resources Development aims at augmenting the supply of trained

manpower/personnel at all levels for food processing sector namely entrepreneurs, managers, sales

persons, floor workers etc. The scheme comprises of the following four components:

a) Creation of Infrastructure facilities for running Degree / Diploma Course in

food processing technology

To cater to the growing need of the food processing industries for trained manpower (including

entrepreneurs, managers, technologists, skilled workers) and also keep abreast with latest technology &

diversification and new ways of managing and marketing to face global competition.

Eligibility – All recognizedUniversities/Institutions/Colleges,whetherinGovt.Sector or private sector, will

be eligible for grant-in-aid. Duly recognized B.Tech / M.Tech Degree in Food Technology or Food

Processing or Food Science or Management in Food technology or Food safety/ 3yearsB.Sc.

/2yearsMSc.Food Technology or Food Processing or Food Science or Management in Food technology or

Food safety/1year postgraduate diploma or 1year Diploma course in Food Technology / Food Processing/

Food Science or Management in Food technology or Food safety and UG/PG programmes in Dairy

products Processing Technology, Meat processing Technology and Fisheries processing Technology will

be eligible for financial assistance for starting the course as well as for up-gradation of existing

infrastructure facilities for above courses.

Pattern of assistance - MaximumeligibleamountofRs.100Lakhs. To be released in two equal

installments of 50% each. The assistance will be for pilot plants, laboratory equipments required as per

the syllabus of the proposed course, technical/ academic books/journals including online publications etc.

Procedure for application - The applications have to be submitted to designated State Mission

Directorate set up under National Mission on Food Processing (NMFP), in prescribed format, with

complete details of project indicating cost of land, building, equipments and recurring expenditure, copy

of quotations for equipments and duly forwarded by Vice Chancellor/ Registrar of University or Director

of Institution/ Organization.

b) Entrepreneurship development programs

The objectives of the Entrepreneurship Development programme is to enable trainees to establish

commercially viable enterprises in Agri. and Horti. based food processing :

Eligibility – Following organizations are eligible for this EDP programmes -



Central/State Govt. organizations, Institutions, Universities etc.

National level Institutes like EDII, NIFTEM, IICPT, CFTRI etc.

Professional Institutes for Entrepreneurship Development.

State Level Consultancy Organizations formed by State Govt./financial institutions.

Industry Organizations/Associations

Reputed Non-Government Organizations including self-help groups with professional

competency & experience in organizing EDPs. Such organizations compulsorily to have a

minimum of revenue/ income of Rs. 2.00 lakhs (other than Grants/ donations).

Procedure for application - The applicant organization seeking financial assistance are required to

submit their applications to the designated officer/ Mission Director of NMFP in State as may be decided

by SLEC. The applicant may submit the application in prescribed format along with all the enclosures/

documents to the designated authority as may be specified by the respective State/UT.

c) Food processing training centres

Development of Rural Entrepreneurship and transfer of technology for processing of food products by

utilizing locally grown raw material and providing “Hands-on” experience at such production cum

training centres, while according priority to SC/ST/OBC/women and minority candidates.

Eligibility – Central or State Government Organizations, Educational & Training institutions, Schools

and Colleges, ITIs, NGOs, Co-operatives and Self-help groups (SHGs)will be eligible for grant to setup

FPTC.

Pattern of assistance - Grants-in-aid would be available to the FPTCs only to the following extent

Single product line centre (for any group of

processing activities)

Rs 6 lakh for fixed capital cost and Rs 3 lakh as

revolving seed capital

Multi product line centre (for more than one

group of processing activities)

Rs 15 lakhs for fixed capital cost and Rs 5 lakhs as

revolving seed capital

Procedure for application - Applications have to be submitted in the prescribed format with complete

details of the project indicating cost of land, building, equipments and recurring expenditure, copy of

quotation for equipments, to the Competent Authority of the State/ UT Govt. Organizations may seek



assistance for single or multiproduct line FPTC. While submitting applications the following documents

may have to be enclosed.

d) Training at recognized institutes such as CFTRI /DFRL/IICPT/NIFTEM any

other reputed State/National level training institute of GOI/ State Govt.

This scheme has following objectives -

To impart specialized training to EDP trainees who are in the advanced stage of setting up their

own food processing units including higher levels of training after periodic intervals.

To upgrade the knowledge/ skill level of entrepreneurs who are already running their Food

Processing units but are desirous to expand/modernize their unit.

Eligibility – Grant will be provided to the State/ National level recognized training institutions or any

other reputed State/ National level institutions selected by State Mission Directorate of NMFP for such

training programme.

Submission of application - The applicant organization seeking financial assistance are required to

submit their applications to the designated officer/ Mission Director of NMFP in the State. The applicant

may submit the application in prescribed format along with all the enclosures/ documents to the

designated authority as may be specified by the respective State/UT.

Pattern of assistance – The quantum of assistance will vary with the number of trainees and duration of

training subject to a maximum of Rs.1,00,000 per training programme for 20 trainees for 10 working days

or Maximum Rs. 5,000 per trainee for the specialized training programmes in food processing.

iv) Guidelines for implementation of scheme of promotional activities

The scheme of promotional activities aims at development of the Food processing sector by creating

awareness, disseminate information regarding food processing industries, familiarizing the existing and

prospective entrepreneurs with modern techniques of production and packaging, development of market

and popularisation of products, attracting investments and participation in National exhibitions / fairs. The

scheme also aims at assessing food processing potential as well as impact of the scheme /policies etc. and

exposure of the sector through study tours. The scheme has the following four components:

a) Seminars / Workshops.

b) Studies / Surveys.

c) Exhibitions/Fairs.



d) Study tours

a) Seminars / workshops – The main objectives of this scheme are as under -

To create awareness.

To disseminate information.

To attract investments.

And, focus attention on the development of Food Processing Industries

Eligibility -Government/Autonomous/Statutory Bodies/ Academic Institutions/Bodies, Cooperative

Societies, Industry Associations, Private Bodies, SHGs, NGOs etc., are eligible to seek assistance for

organizing conference/seminars/workshops etc. The event must benefit the food processing sector in the

State.

Pattern of assistance - For organizing the conferences/seminars/ workshops, applicants will be eligible

for a financial assistance up to 50% of the cost, subject to a maximum of Rs. 4.00 lakhs. When the State

Mission Directorate of NMFP sponsors/co-sponsors such events, there would be no financial ceilings.

Procedure for application - Applicants may apply for organizing Conferences/Seminars/Workshops

with required/necessary documents as per prescribed format to the State Mission Directorate of NMFP

normally 3 months in advance from the date of the event.

b) Studies / Surveys/ Feasibility Reports – main objectives of this scheme are as under –

To provide financial assistance for conducting studies/ surveys or preparation of feasibility

reports/ Detailed Project Reports (DPR) relating to food processing sector.

To commission/conduct studies/surveys to address food processing potential in the State.

To conduct evaluation/impact study of food processing related schemes/ policies of the State.

To assess the losses/wastage of various crops (including fruits & vegetables) post-harvest

including supply chain.

Eligibility - Government/ Autonomous/ Statutory Bodies/ Academic Institutions/ Bodies, Cooperative


conducting studies/surveys/feasibility reports/ DPR etc. The studies/surveys/feasibility reports must

benefit the food processing sector in the State.

Pattern of assistance - cost, subject to a maximum of Rs. 4.00 lakhs. When the State Mission Directorate

of NMFP commissions the study/ survey, there will be no financial ceilings.



Procedure for application - Applicants may apply for conducting studies/surveys/feasibility

reports/DPRs with required/necessary documents as per prescribed format to the State Mission

Directorate of NMFP normally 3 months in advance from the date of the event.

c. Exhibition/fairs

The main objectives of this scheme are as under -

To familiarize the existing and prospective entrepreneurs with modern techniques of food

processing, packaging and product development.

Development of market and popularisation of food products.

Attracting investments in Food Processing Sector.

To disseminate information regarding food processing industry.

Eligibility - Government/Autonomous/Statutory Bodies/Academic Institutions/Bodies, Cooperative


conducting Exhibition and Fair etc. The exhibition/fair must benefit the food processing sector in the

State

Pattern of assistance - In case of organizing a fair/exhibition, quantum of assistance would be decided

on merits of the proposal.

The State / UTs may also directly participate in national exhibitions /fairs like, Aahar Fair at Delhi,

Regional edition(s) of Aahar Fair, Food Pro Fair and Food & Beverages Exhibition by CII, Annapoorna-

World of Food India by FICCI etc. either through its own officials/resources or by engaging the services

of an Event Management Agency through a transparent procedure

Procedure of application - Applicants may apply for organizing exhibitions/fairs with

required/necessary documents as per prescribed format to the State Mission Directorate of NMFP

normally 3 months in advance from the date of the event.

d. Study tours

Assistance may also be provided for organizing domestic study tours for exposure to various aspects of

Food Processing. Participants could be representatives from the Government, Food Industry

associations/organizations/entrepreneurs. The organization seeking the assistance for organizing a study

tour may submit a proposal indicating objectives of the study tour, place(s) to be visited during the tour,



composition of the study team, bio-data of the members of the study team, detailed justification for the

study tour, total estimated expenditure on the tour along with its break-up, assistance sought, contribution

from the organizers and sources of funding.

Pattern of assistance - Each study tour group may consist of upto 25 persons in a batch not more than 2

(two) such tours may be undertaken in a year. The financial ceiling shall not exceed Rs. 4.00 lakhs per

batch. The expenditure in a financial year shall not exceed Rs. 8.00 lakhs under this component of the

scheme.

v) Guidelines for implementation of Setting up of Primary Processing

Centres/Collection Centres in the Rural Areas

The objective of the scheme is creation of effective backward linkages and empowerment of farmers. This

can be achieved by providing processing and preservation facilities at village level to help the farmers to

enhance shelf life of perishable produce resulting in better remunerative prices for their agricultural

produce.

Salient features of the scheme - The Scheme of setting up of PPCs/CCs will have the following

components:

Minimum land requirement will be 1-2 acres.

Minimum Processing Facilities at the firm level which may include facilities for weighing,

cleaning, sorting, grading, packing, pre-cooling, Controlled Atmosphere (CA)/ Modified

Atmosphere (MA), Cold Storage, Dry Warehouses and IQF.

Mobile Pre-cooling trucks and reefer trucks which may be suitable for transportation of the

perishable agricultural produce/horticulture/dairy/meat/fish produce.

Eligibility - The applicant should have some financial back ground to implement the project The

Proposals for the project should be duly appraised by the Bank/ Financial Institutions. The appraisal

report should contain the entire project components for which grant are sought. Date of commercial

operations should not be prior to the date of submission of application. No second proposal from the same

applicant/ organization

Pattern of Assistance: Maximum of amount of grant-in-aid admissible under the scheme is Rs.2.50 crore

as per details given below: i). Grant-in-aid for PPC/CC will be provided @ 50% of the eligible project

cost for the general areas and 75% in North-East, ITDP & Difficult Areas (NE States including Sikkim,

notified ITDP areas and hilly states like H.P., J&K, Uttarakhand), respectively. ii). Cost of land,



preoperative expenses, margin money for working capital and contingency, non-technical civil works and

plants & machinery not directly related to the PPC/CC will not be eligible for calculating eligible product

cost

Procedure of application - Applicants seeking financial assistance are required to submit their

applications in prescribed format to State NMFP Director or in the manner to be decided by the State

Level Empowered Committee (SLEC), which will also decide the modus operandi, processing / approval

/ release of grants-in-aid to the sanctioned projects

vi) Guidelines for implementation of Scheme of Modernization of Meat Shops

The scheme aims at improving the overall hygiene in the meat shops by providing basic infrastructure and

equipment. This will also ensure food safety rules and regulation compliances as per FSS Act, 2006 and

caters to public health concerns as a whole. This in turn will provide wholesome meat to the consumers.

Modernization of meat shops will also help to protect and sustain the livelihoods of people involved.

Eligibility – All implementing agencies/organizations such as Government/PSUs/Joint

Ventures/NGOs/Cooperatives/SHGs/Private Sector/Individuals engaged in the operations of meat shops

would be eligible for financial assistance under the scheme.

Procedure for application - Applicants seeking financial assistance are required to submit their

applications in the manner to be decided by the SLEC which will also decide the modus operandi for

processing/approval/release of grants-in-aid to the sanctioned projects.

vii) Guidelines for implementation of the scheme of reefer vehicles -

The objective of the scheme is to provide financial assistance to standalone reefer vehicle/s and mobile

pre-cooling van/s (reefer unit and refer cabinet permanently mounted on the vehicle) for carrying &

transporting both Horticultural & non-Horticultural produce. Standalone reefer vehicle/s can be purchased

under the scheme. This scheme will enable linking groups of producers to the processors and markets

through well-equipped supply chain management

Eligibility - The assistance will be available to the individual Entrepreneurs, Partnership firms, Regd.

Societies, Co-operatives, NGOs, SHGs, Companies and Corporations etc. The applicant/beneficiary

should have sound financial back ground and the Projects necessarily be supported by Bank/FIs by way

of term loan.



Pattern of assistance - Reefer Vehicles/ Mobile pre-cooling vans: Credit linked back ended grants-in-

aid @ 50% of the cost of New Reefer Vehicle(s)/ Mobile pre-cooling van(s)upto a maximum of Rs. 50.00

lakh. The reefer unit and refer cabinet permanently mounted on the vehicle are eligible.

Procedure for application - Applicants/firms seeking financial assistance are required to submit their

applications in the manner to be decided by the State Level Empowered Committee (SLEC), which will

also decide the modus operandi of processing/approval/release of grants-in-aid to the sanctioned projects.



DAY – 4

SECTION – 1

Role of National Horticulture Board (NHB)

Resource Person for this Session- Mr. Sunil Koijam, Assistant Professor, Rajiv Gandhi

University, Itanagar

National Horticulture Board (NHB) was set up by the Government of India in 1984 as an autonomous

society under the Societies Registration Act 1860. Board has its Head Quarter in Institutional Area, Sector

18, Gurgaon, Haryana.

1. Objectives of NHB

The broad aims & objectives of all the above mentioned schemes are as under : -

Development of hi-tech commercial horticulture in identified belts

Development of modern post-harvest management infrastructure as integral part of area

expansion projects or as common facility for cluster of projects

Development of integrated, energy efficient cold chain infrastructure for fresh horticulture

produce,

Popularization of identified new technologies / tools / techniques for commercialization /

adoption, after carrying out technology need assessment,

Assistance in securing availability of quality planting material by promoting setting up of scion

and root stock banks / mother plant nurseries, carrying out accreditation/ rating of horticulture

nurseries and need based imports of planting material

Promotion and market development of fresh horticulture produce

Promotion of field trials of newly developed/ imported planting materials and other farm inputs,

production technology, PHM protocols, INM and IPM protocols, and applied R&D programmes

for commercialization of proven technology

2. Schemes of national horticulture board(NHB)

Some of the scheme of NHB are as under :



a) Scheme of development of commercial horticulture through production and post

harvest management of horticulture crops

This scheme is further divided into two schemes:

i) For production - Credit linked projects relating to establishment of hi-tech commercial

production units involving any the following items are eligible for assistance under this

component:

High quality commercial horticulture crops

Indigenous crops /produce, herbs, spices

Aromatic & medicinal Plants.

Seed & Nursery

Bio-Technology, micro-biology, bio-chemistry, bio-diversity & tissue culture

Protected cultivators

Bio-pesticides

Organic fertilizers, organic foods, vermicompost

Establishment of Horticultural Health clinics /laboratories

Hydroponics, Aeroponics

Beekeeping and its products

Mushrooms and its products

Nuts and its products

Pattern of Assistance – credit linked subsidy @20 % of the total project cost limited to Rs 25 lakh

per project in general; area and Rs 30 lakh in NE Region, hilly region. However for high value crops

like date palm, olive and saffron subsidy will be @ 25% of the project cost with ceiling of 50 lakhs

and 33 % in the case of hilly areas and NE states.

ii) For primary processing – Credit linked projects involving the following items are eligible for

assistance under this component –

Washing drying, sorting, grading, packing and freezing units

Pre-cooling units

Reefer vans

Retail outlets

Ripening/curing chamber



Primary processing of products (fermentation, extraction, distillation, juice vending, dressing,

cutting, chopping, dehydration etc)

Products out of horticulture waste

Adoption of quality assurance system (HACCP,TQM,ISO)

Pattern of assistance – credit linked subsidy @ 40 % of the total project cost limited to Rs 50 lakh

per project in general areas and @55% of project cost limited to Rs 60 lakh in hilly and NE states.

b. Capital investment subsidy scheme for construction/ expansion/ modernization of

cold storages of horticulture produce

Credit liked projects relating to cold storages including controlled atmosphere (CA) and modified

atmosphere (MA) stores, pre-cooling units and their modernization are eligible for assistance under

this scheme.

Pattern of assistance – the assistance will be credit linked subsidy @40 % of the capital cost of

project in general areas and 55% I case of hilly areas for a maximum storage capacity of 5000MT

c. Scheme for technology development and transfer for promotion of

horticulture

This scheme have many components. Some of the important ones are given as under –

i) Introduction of new technology – under this scheme undertaking pilot project for introduction

of new farm inputs and new technologies or promoting high quality commercial production.

R&D projects for solving specific problems relating to production, packaging, storage, handling

and transport on merit basis.

Pattern of assistance – introduction of new technologies shall be carried out by NHB by in

house efforts.

ii) Technology Awareness – under this scheme, extension related events shall be organized with

field demonstration and evaluation of extension effort.

iii) Organizing/Participating in seminars/ symposiums/ exhibitions – to organize demonstration

of modern scientific techniques/technologies and improved high yielding varieties of fruits and

vegetables etc.



Pattern of assistance – The financial assistance would be limited to Rs 3 lakh for organizing state

level event and up to 5 lakh for organizing national level event.

d. Scheme of horticulture promotion service

Under this scheme specialized studies and surveys shall be carried and study/survey report shall be

brought out for use by targeted beneficiaries.

Pattern of assistance – 100% cost of the study shall be borne by the board.

North Eastern Regional Agricultural Marketing Corporation Limited

(NERAMAC)

NERAMAC was set up to support farmers/producers of north east getting remunerative prices for their

produce and thereby bridge the gap between the farmers and the market and also to enhance the

agricultural, procurement, processing and marketing infrastructure of the North-Eastern Region of India.

To fulfill its prime objectives, NERAMAC is offering helping hand in sourcing and procuring cash crops

of the producers by intervening in the market and provide them remunerative prices. It also helps

processing units by providing raw materials and arranging packaging materials. NERAMAC has a few

retail outlets within the North East region which directly sell various processed and value added products

produced locally in the region.

1. Objectives

The main objectives of NERAMAC are as following:

To purchase the marketable surplus of fruits and vegetables from the growers of the north eastern

India

To make necessary arrangement for its processing and marketing

To support farmers and producers through input supplies for better productivity under the aegis of

central sector schemes.

Over the years, NERAMAC has also been actively involved in marketing of cashew nut, maize, sesame

and other oilseeds, spices like ginger, black pepper etc. and major forest product jharu. The corporation

has also take up sourcing and marketing of agro-horticultural products like fertilizers, pesticides, seed,

agricultural tools and equipments keeping in view of overall agro-horticulture development.



2. Schemes of NERAMAC

a. NERAMAC markets cashew nut processed by different processing units in Mankachar District of

Assam and Phulbari region of Meghalaya.

b. NERAMAC is making attempts to generate employment by providing Juice Vending Machines

on franchise basis. This scheme is aimed at, apart from employment generation, creation of

alternate marketing structure for natural juice and other processed products and fresh fruits &

vegetables of NE Region.

c. NERAMAC is also providing training on Post Harvest Management and fruit processing from

time to time to develop entrepreneurs for value addition of the agro-horticultural produces grown

in the region in collaboration with institutions like Central Food Technological Research Institute

(CFTRI), Mysore and other constituents Laboratories of CSIR/Agricultural Universities etc.



SECTION – 2

Business Opportunity Guidance

Dr. Ajit Singh from IIRD Shimla; conducting the session

The purpose of the session was to explain:

What is a business opportunity?

The factors that contribute to selection of a business opportunity.

The processes which help an entrepreneur to decide which business opportunity could be

selected.

What is a Business Opportunity?

We should realize that a business idea is not necessarily a business opportunity .An idea becomes an

opportunity only when there is ample scope of implementing it profitably. So the opportunity

identification process should be a two step process. Generating idea is the first step and it should be

followed by a plan by which it can be implemented profitably.

An entrepreneur could be defined as person who invests his resources (which not only include his money,

land and other inanimate objects but also himself) in an enterprise which he controls and tries to make a

monetary profit which shows whether he has been successful or not . The enterprise by our definition

could be a manufacturing unit or a service unit or a trading unit. The success of the business opportunity

is measured by the monetary profit and not by the extent of service it renders to the general public or by

the amount of goodwill it may generate. For example the person or persons who invented the Linux

system of computer operations have done a great service to the general public and yet it has no monetary

significance whereas Bill Gates not only developed his windows system but also created Microsoft which

makes significant monetary profit using his System.

So when we say a business opportunity in the manufacturing sector we are speaking of a product which

can be manufactured at a certain cost and can be sold at a price higher than the cost. The cost calculations

play the vital role in this scenario.

The situation is different when we look at the service sector. Suppose a software engineer announces that

he will offer software solutions to your computer problems. His monetary investment could be very low



but his personal investment would be very high. Suppose the money that he makes this way is less than

the salary he was earning .In such a situation it could be a problem to work out what his monetary profit

is. One may say that he is actually making a loss as, if he had worked for someone else he would have

made more money. Moreover the work may give the person immense pleasure and that is one commodity

which is impossible to evaluate in monetary terms. So, business opportunity cannot take into

consideration intangible experiences.

The situation is still different for a food processing entrepreneur. In this case the entrepreneur does both

the things. He invests money in acquiring the goods and has to sell them with value addition which means

full time personal involvement.

However in all the 3 cases undeniably the money / assets that the enterprise accumulates over a period

time are the criteria for deciding the success or failure of the enterprise. Therefore when the would-be

entrepreneur is looking for a suitable product his chief concern must be the monetary gain.

So a business opportunity is that entity which appears to gain more money than the resource invested by

the entrepreneur. I must stress again that the cost of certain resources for example the time invested is not

easy to calculate but we will ignore that aspect for the time being.

Factors that Contribute to a Business Opportunity

The success or failure of a business depends on many factors. The entrepreneur with his strengths and

weaknesses is certainly one of the main factors. However he does operate in an environment and the

environment plays equally significant part. We can broadly categorize the factors that contribute to

business opportunity as Personality factors and Environment factors.

Personality

The opportunity search invariably starts with the entrepreneur himself .A lot of research has been done on

the entrepreneurial personality with varying conclusions. Doctor David McClelland‟s research on

achievement motivation is well known and in fact forms the backbone of the Entrepreneurial Personality

Development mentioned above.

The entrepreneur needs to take a critical self analysis and assess his strengths and weaknesses objectively.

The psychological factors like Achievement Motivation or Risk Taking Ability are of course a

prerequisite for choosing the entrepreneurial career but having made up one‟s mind to become an

entrepreneur the person must check what strengths one has. When I say personal strengths I not only



mean Education or Experience or Communication skills but I also mean skills like the ability to make

friends who may provide resources.

Creativity and problem solving are the two personal traits which an entrepreneur needs more than

anything else. Creativity generates ideas and problem solving skills are needed to develop this idea into a

profitable business opportunity.

Environment

The environment plays the key part in selection of business opportunity and its implementation. For any

economic activity there has to be a demand and the entrepreneur simply tries to meet this demand. The

demand depends upon the consumers and their needs. So the Entrepreneur must constantly strive to locate

the NEED and the demand generated by the need and the gap between Demand and Supply. He must

keep his eyes and ears open and look at all things around and wonder if this could give rise to a business

idea Now the needs of the people are almost infinite .One may just look at one‟s own daily routine. We

get up we need toothpaste, tooth brush, Soap, towel, oil, clothes, footwear, food ……. We need services

like tuition classes for children, laundry service. Internet service, ticketing service …….. Again the list

could well be unending. We need things like groceries, vegetables, stationery ……You may add to this

too.

So whether manufacturing sector or food processing sector or trading the business opportunities are all

around us. Yet choosing a business opportunity which one can successfully that is profitably pursue is the

most vital job.

So how does one go about choosing a suitable business opportunity from the plethora of business ideas

available?

We will repeat here something that we have already said before.

A business idea is not necessarily a business opportunity. An idea becomes an opportunity only when one

can implement it profitably. So the opportunity identification process should be a two step process.

Generate idea and then try to work out a plan by which it can be implemented profitably.

Some Pathways to successful Idea Generation

We will first look at some idea generators and later see what we need to do to convert that idea into an

opportunity.



Ideas in the immediate surroundings

“Me Too” Pathway: The person looking for a business opportunity may look around to identify

business persons who had background similar to oneself. A lady may see that someone else has started a

take away eatery and she may say to herself “If she can do it so can I.” A person who sees someone

trading in readymade clothes may decide that “I too can buy and sell readymade clothes”. The point here

is that the feeling, if someone else like me is doing it successfully then I too can do it is a comfortable

feeling and one can expand on the idea without much stress .

“I can add something” pathway: Here the potential entrepreneur sees what someone else is doing

and decides to add something extra .For example the lady in the example above may decide to add extra

items or may decide to give home delivery thus adding something extra whereas the readymade clothes

man may also start offering accessories with the clothes.

Ideas not from immediate surroundings

“Let me scan and ponder” pathway: Just reading the daily newspaper can generate ideas. For

example you may read in the newspaper about a rickshaw accident involving school children and it may

generate the idea of a transport fleet catering exclusively to school children and college students. You

may read in the paper that the population of old people is becoming larger and larger and this may give

you an idea to start homes for old people .One can study trade magazines , franchise ads and similar

literature and it may lead to the elusive opportunity. Internet is a huge source of information but needs to

be carefully studied regarding the authenticity of the source.

“The changing environment” pathway: If one scans with discerning eyes one sees that people and

society are changing. This gives rise to needs which are new or needs which are in a state of transition. As

for example Ecology is getting more and more attention these days. You may think of providing or

distributing ecofriendly products. For example you may offer paper bags to replace plastic bags or leaf

cups / plates instead of plastic cups or plates or new of new ecofriendly packaging options.

Ideas from personal experience or skills

“Let me use my talent for my profit” Pathway: One entrepreneur I know was working on the

machine floor of a big engineering company. He knew about the component needs of the company and



could see how he could set up his own workshop to cater to the needs of not only the company he was

working for but also for other similar companies. A person who likes food can always innovate and

improve the food processing techniques available and make an impact on the food processing industry. It

is possible to get an idea first and then to acquire the talent/skill needed to implement it by joining some

special training program. It is necessary to generate as many ideas as possible and to identify a few

among them for further study.

Ideas from skills of other people

“Let us help each other” Pathway: You may know an individual or a group of people who have

talent of making artistic or useful commodities. For example a group of tribals may be renowned for their

innovative food products but may not know how to market these or a group of housewives can make tasty

snacks and you may start an enterprise with their talents and your marketing skills.

Idea or Opportunity?

It is then necessary for the entrepreneur to see if his idea is workable. Can it actually generate profit?

Only then can it be considered an opportunity. So what are the factors that need to be examined before we

can call a business idea, a business opportunity?

To resolve this issue an entrepreneur must prepare a business plan and check whether the idea is feasible

and whether the idea can be successfully implemented at least on paper.

Depending on the idea an entrepreneur will need to check the following three feasibilities:

The Market Feasibility

The Technical Feasibility

The Financial Feasibility

The Market Feasibility

It is highly recommended that the entrepreneur before embarking on any other activity spend some time

researching his market. The tool to study the market is known as Market Survey. It is a very useful tool to

understand various important things like the present size of the market, the quality norms, the buying

pattern, the existing pricing policy and the possibility of the future Growth. A detailed discussion of

Market Survey objectives or techniques is beyond the scope of this session but it is still necessary to



examine how the market survey will help to distinguish between the Business Idea and Business

Opportunity.

The market survey gathers information about the following aspects of Market

Customers

Raw materials

Machinery / Equipment

Competitors

Man Power

Packaging

Pricing

Some of the important things the Entrepreneur needs to know from his interaction and discussion

with customers at this stage are

Size of demand and possibility of increase in demand

Quality that customers expect

The interface between customer and entrepreneur

This will help the entrepreneur to take a decision regarding whether the size of market share for him and

will help him to evolve strategies regarding reaching his market and increasing his market share.

The Entrepreneur also needs to know about the competitors and their strengths and weaknesses especially

the add-ons they may be offering. This will help him to take a decision regarding whether he can cope

with the competition and help him to work out strategies to overcome the competition.

Once the Entrepreneur is convinced that he has a marketable idea / project, he takes the next step which is

technical feasibility.

Technical Feasibility

The Entrepreneur on the basis of the data he has collected on manpower requirement / availability and the

machinery requirement takes a decision as to whether it is technically feasible for him to implement the



project. The Entrepreneur needs to address questions like availability of power and whether skilled

manpower is required.

Once the Entrepreneur is convinced of the marketing and financial feasibility of the idea he may examine

the financial feasibility.

Financial Feasibility

A financial feasibility study is an assessment of the financial aspects of the business idea. It is a study of

financial resources required for starting and running a business. It considers start-up capital, the sources

of start-up capital, expenses, revenues, and investor income.

When the Entrepreneur is convinced of feasibility of all 3 aspects marketing, Technical and Financial

feasibility then we may call his business idea, business opportunity.



SECTION – 3

Brainstorming on Product Identification of Food Processing

The Brainstorming session on Product Identification was conducted with food processing experts from

Bosco Integrated Development Centre (Yupia, Papum Pare Distict, Arunachal Pradesh)

Mr. Danda Baishya Food processing expert from Bosco Integrated development Centre narrated his

personal experience regarding his training for food processing from Shillong. During his talk he stressed

on the importance of hygiene during the food processing process, the importance of wearing an apron,

hand gloves, face mask etc. to protect the food from hair etc. He also enlightened the participants

regarding the importance of knowing every ingredient in your processed food and to ensure that it will be

safe for the consumers. Mr. Fanuel Kashop Marketing Officer Bosco Integrated Development Centre also

narrated his personal experience when they started their food processing venture. He made the

participants aware of the importance of packaging and the available options for packaging various food

products. The problems that he faced during marketing were also discussed. He advised the participants to

slowly build on trust of the consumers and since food has got deep linkages with the culture and local

practices of the people it is best to have knowledge about the local culture and practices.

Dr. Ajit Singh, Mr. Danda Baishya, Food Processing Expert & Mr. Fanuel

Kashop, Marketing Officer Bosco Integrated Development Centre during

the Brainstorming Session



The participants also expressed their opinions regarding the viability of entering into the food processing

Industry. Most of the participants were enthusiastic and expressed their interest in venturing into food

processing in the following areas:

Frozen meat Industry

Fruit pickles

Raja Chilli (Capsicum frutescens) pickles

Fermented Bamboo products

Processed Mushrooms

Bamboo Shoot products



DAY - 5

SECTION - 1

Individual Counseling on Product Identification in Food Processing

This Session was conducted by Ms. Sunita Singh from IIRD Shimla along with the subject experts from

Bosco Integrated Development Centre Mr. Fanuel Kashop and Mr. Danda Baishya.

.



SECTION - 2

Preliminary Project Writing – Profile PPR Formulation & Discussion

Template for Preparing Project Proposals

Project Cover sheet – include contact information, project director, project period,

indigenous population that your organization represents or works with, and project

summary

Organizational history, mission, vision and structure – include a few brief

paragraphs explaining how your organization was established, its mission, vision and

structure, as well as its record of working on indigenous issues

Background and analysis of the problem to be addressed – provide an an analysis of

the field, what are the existing gaps and challenges, and what exactly is the problem to

be addressed? Which indigenous peoples are affected by this problem and how can the

proposed project/program help address the issue?

Proposed goal, objectives, target population and implementation plan – What is the

overall goal of the program/project, and what are the objectives? How will the project

be implemented?

Annual project budget - provide a line item budget in US$ with short narrative

explanations for each line item, which can be footnoted to the budget. A sample budget

is attached on the following page.

Attachments:

Overall organizational budget (operating budget)

List of other potential sources of support (if any)

By-laws of association/organization, where appropriate



Project Profile for Food Processing Unit

Example Summary:

Sr. No. Project Food Processing Unit

1. Proposed Location KSIDC‟s Industrial

Growth Centre,

Pallippuram, Cherthala,

Alappuzha District

2. Proposed capacity 7200 tonnes per annum

3. Project Cost Rs.800 lakhs

4. Sales Turnover (At optimum capacity utilization) Rs.2000 lakhs

5. Major Raw materials Various edible items

6. Land Requirement 1 acre

7. Man Power 200 Nos.

8. PBT (At optimum capacity) Rs.230 lakhs

9. PAT Rs.170 lakhs

Format for Submitting Project Proposal discussed with Participants

Section 1: Project Summary

Give project title, Principal Investigator (PI) name, Co-PI from the Institute/Organisation, Name of

Institution (s) involved before writing the summary.

The summary should give a short account of (a) research objectives (b) methodology to be adopted and

(c) expected outcome of the project.

Section 2: Origin of the Proposal

Identify the stimuli, which prompted preparations and submission of the project proposal. The source of

stimuli could be other published reports, proceedings of a special workshop/ seminar, government on

Thrust Areas, earlier project etc. In all such cases, give specific details so that the source is clearly

identifiable. If the project has no such origin, please state so.



Section 3: Definition of the Problem

Give precise technical statement of only those problems which the project is expected to cover with the

specified duration (normally 3 years). Do not include statement, instead, a straightforward definition of

the problem.

Section 4: Objectives

Instead of an essay, it is suggested that the objectives be spelled out point by point in shot keeping in view

the definition of the problem outlined in section 3.

Section 5: International Status & National Status

Please indicate the recent development in the proposed field of work, both in the country and in the other

part of the world. This should be in 2 separate parts (namely Indian and international situations) and

based on literature survey, inclusion of list of important review articles, if available, is recommended.

The section will enable the referees to appreciate the effort that has been put in preparing the project

proposal.

Section 6: Relevance of the proposal in Indian/ISRO context

The importance of the project should be brought out in this section in the light of the Indian context. Any

improvement that can best help in adaptation of any specific technology to the Indian context will be

given extra weightage. Indicate the matters relating to scientific and technical advancement of knowledge,

issues concerning application of the new knowledge to the needs of the country.

Section 7: Review of the available expertise within the investigation group/ institution

The section is essentially to summarize the background of the investigators. Bio-data of the Principal

Investigators who are already in position and available for the project are to be given here, to establish

credential for undertaking the project and to highlight relevance of the project to the work already going

on in the sponsoring institution.

While providing the list of publications include (a) name(s) of Journal/Publisher etc.



Summary of details of the projects (completed/on-going or proposed) with different Investigators may be

given.

Section 8: Work plan/ Methodology

It is essential that from this statement the other experts in the field should get a clear understanding of the

research technique to be employed in the project as distinct from data/sample collection activities and

routine activities. Further, the description should indicate precisely how the stated objectives will be

achieved. Discuss different methods of approach in order of priority.

Section 9: Time schedule

On the basis of work elements identified earlier, the time schedule should be drawn. Here specific

indications of milestone will help in periodic evaluation of the progress of the project. It is once again

cleared here that lead-time for creation of infrastructural facilities be computed on realistic basis.

Section 10: Summary of the Budget

Summary of the budget (year wise) may be prepared after filling on Budget for manpower and Budget for

permanent equipment. Give realistic estimate of costs of different items involved. While doing so, please

ensure that all the constraints have been taken note of and time of different activities properly estimated.

All costs are to be expressed in rupees only.

Section10.1.

A: Budget for Manpower

While major part of the project work is to be carried out by the principal Investigator and Co-

Investigators. Some additional technical personnel may be asked for working full time on the project.

Please assess your additional requirements carefully taking into account the level of personnel required

and their likely availability for working on the project. You may like to select your requirement from

amongst the following categories of personnel:

(i) Personnel with two to three years of food processing experience

(ii) Fresh Post-graduates or equivalent

(iii) Technical staff



(iv) Secretariat

Salaries payable are to be expressed in lump-sum indicating the regular scale of pay. “Full-time”

personnel are those who would be recruited fresh or employed from existing staff of the institute full time

for the project (and their salaries /wages debited to project account). People who are already in position

and whose honorarium/ job-rate payment/over-time allowance/ part of salary is to be debited to project

account, may be classified under part-time personnel. For both categories of personnel, the extent of

involvement, especially for computation of budget estimates, may be expressed in terms of man-months

per year.

Please prepare the list in descending order of salary. Personnel with same designation but with different

salary are to be shown separately.

B: Justification for Salaries & Wages

Justification for number and level of stuff to be recruited, their year of deployment and comments on

whether personnel from institutions will be deployed on deputation basis.

Section 10.2.

A : Budget for other costs

Some projects may have special requirements not covered under section 10.1 costs for such requirements

are to be indicated in this section specifying the item under i & ii.

Contingencies are meant to cover incidental and other miscellaneous expenditure.

B: Justification for other costs

Please specify the special requirements. These requirements could be of computer time, payments for

using specialized instrumentation facilities etc. The basis of calculating the costs should be clearly stated.

Section 10.3.

A: Budget for permanent equipments

Specifically list all items of permanent equipment required for the project or requiring import. Other

minor items may be clubbed.



Be as specific as possible while naming, the equipment. Indication of the make and model will help

identifying the exact nature of the equipment better. Include provisions for installation charge, inland

transport insurance etc. in the estimated cost.

B: Justification for permanent equipment

Justification for each item of equipment (including their accessories, specific characteristics, resolution

etc. in relation to specific experiments/measurements/tests) contemplated in the project is to be given.

State what efforts will be made to utilize existing equipment in your department, other departments of the

institution, other institutions in the neighborhood.

In case of a demand for import of equipment, give reasons why indigenous models, if available cannot be

used.



VALEDICTORY SESSION

The valedictory session was graced by the presence of the Chief Guest, Mr. Pradeep Kumar Chief Editor

of Arunachal Front. He is one of the founding members of the Mass Communication Department at RGU-

Itanagar and a pioneering and renowned personalities in the Media of Arunachal Pradesh. Dr. Nawaj

Khan has attended the occasion as the Guest of Honour. The Chief Guest delivered an inspiring speech to

the participants and reminded them that Arunachal has lots of opportunities in the sector of food

processing and citing the huge success of the large cardamom project initiated by the Arunachal

government. After the short speech the participants of the EDP program was presented with a certificate

for attending the training program.

The valedictory function of the EDP programme held at RGU Itanagar



Industrial visit of Local Food Processing Industries

The participants of the training programme were taken for an Industrial Visit to one of the local

Food Processing Industries, namely at the Bosco Integrated Development Centre located at

Yupia/ Tigdo, Papum Pare district, Arunachal Pradesh. They were exposed to the various food

processing activities of this centre including Jam making, pickling, fruit juice processing,

chutney making. The equipments required for all this processes are also demonstrated to the

participants. Practical tips for the processing of the various food products are also provided to the

participants. The small Organic farm maintained by the Institute was also visited during the tour.

Industrial visit to Food Processing Unit of Bosco Integrated Development Center at Yupia



CONCLUSION

The Institute for Integrated Rural Development (IIRD) Shimla has successful organized the

Entrepreneurship Development Program (EDP) in Food processing for a group of young and enthusiastic

participants at Itanagar, Arunachal Pradesh . The participants were exposed in regards of the key steps in

startup venturing process and equipped with adequate knowledge to initiate a venture in Food Processing

and Agro-based technologies and/or services. They were also made equipped with requisite skills,

knowledge and competencies to convert their startup idea into a viable business entity. After the training

programme it seems that most of the participants were interested to develop bankable project reports to

get an opportunity to present the same for incubation support or appropriate funding support. The trainees

were prepared to meet the growing need of the food processing industries and also remained up-to-date

with latest technologies & diversifications and new ways of managing and marketing to face global

competition. This EDP Programme also has increased the options for getting sustainable employment

opportunities to the youths and also to reduce the gap in requirement and availability of skilled manpower

in food processing sector.



ANNEXURES

Annexure1. Press cuttings related to the Programme





Annexure 2: Participants Database

Title: Entrepreneurship Development Programme (EDP) in Food Processing

Database of Participants

Sr.

No

.

Name Date of

Birth

Catego

-ry

Education Institution/

Department

Address (including Ph. &

E-mail)

1. Ms. Sapna

Pango

23/11/1989 ST Pursuing

Graduation

Department of

Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

C/o HOD

Department of Mass

Communication,

Naharlagun, A.P.

Ph.: 09436088454

E-mail:

[email protected]

2. Ms. Rekha

Mandal

10/05/1992 Gen Pursuing

B.A.

Department of

Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

C/o Mr. Suren Mandal

BB/10, Papu Nallah,

P.O./P.S. Naharlagun, Distt.

Papumpare, A.P., 791112

Ph.: 09402102326

E-mail:

[email protected]

3. Mr.

Nabam

Pitor

10/02/1993 ST 10+2 Dega Nattung

Govt. College,

Itanagar

Village Rose, PO/PS

Doimukh, Distt. Papumpare,

A.P.

Ph.: 09615738871

E-mail:

[email protected]

4. Mr.

Nabam

Bomi

27/03/1988 ST B.Com. Department of

Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

Village Rose, PO/PS

Doimukh, Distt. Papumpare,

A.P.

Ph.: 08415079796

E-mail:

[email protected]

5. Ms.

Tokmen

Pangkam

10/06/1992 ST B.A. Department of

Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

Village Bakel, PO

Pashighat, Distt. East Siang,

PS Pashighat, A.P., 791112

Ph.: 09856407421

E-mail:

[email protected]

m

6. Ms.

Hillang

18/08/1986 ST 10+2 National Open

School

Karshiagsa, PO/PS

Bandardewa,



Aniam Distt.Papumpare, A.P.

Ph.: 943660534

7. Mr.

Hillang

Kash


School

Karshiagsa, PO/PS

Bandardewa, Distt.

Papumpare, A.P.

Ph.: 09402675730

8. Mr. Onyok

Taga

16/12/1988 ST Graduate DNG College,

Itanagar, A.P.

G-Extention Naharlasun,

A.P.

Ph.: 09436693856

9. Ms. Sum

Padung

02/04/1992 ST 10+2 Govt. Hr.

Secondary

School, Bilat,

G-Extention Naharlasun,

A.P.

Ph.: 08575262446

10. Ms.

Puman

Wangra

08/01/1991 ST Graduate Department of

Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

PO/PS Nirjuli, Distt. Papum

Pare, A.P.,

E-mail:

[email protected]

11. Ms. Takhe

Tassung


Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

C/o Mr. Takhe Puna, E-55

Sector, Distt. Papum Pare,

A.P.

Ph.: 09856990849

E-mail:

[email protected]

12. Ms. Dane

Sumpi


Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

Village Chimpu, PWD

Colony, Distt. Papum Pare

Ph. 08014550629

13. Ms. Rani

Keji


Graduation

DNGC,

Jahanakas

Dachin Colony (NLG),

Distt. Papum Pare, A.P.

Ph.: 09856573325

14. Mr.

Mingbar

Sherpa

10/02/1992 OBC Graduate Department of

Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

SIB Colony, Barapa-NI,

Naharlagun, A.P.

Ph.: 09774093469

15. Mr. Toko

Ninia


Graduation

Rajiv Gandhi

University,

Itanagar, A.P.

Upper „P‟ Sector, Nirjuli,

PO Nirjuli, Distt. Papum

Pare, A.P. 171109

Ph.: 08974150341



E-mail:

[email protected]

16. Ms. Teli

Yami

16/07/1986 ST Post

Graduate

Garden City

College,

Bangalore

Camdir Complex, Nirjuli,


Pare, A.P. 791109

Ph.: 09862974002

E-mail:

[email protected]

n

17. Mr. Techi

Gotum

28/12/1989 ST B.Tech

(Civil)

Dr. MGR

University,

Chennai

P-Sector, PO Nirjuli, Distt.

Papum Pare, A.P. 791109

Ph.: 08729947086

E-mail: [email protected]

18. Ms. Yoyi

Rukbo

10/07/1993 ST Graduate Rajiv Gandhi

University,

Itanagar, A.P.

C/o Mr. Papang Rukbo,

Principal, DEM Govt. Hr.

Sec. School, Pasighal, East

Siang Distt., A.P.

Ph.: 07308933722

19. Ms. Sarda

Tayem


Graduation

DNGC Itanagar Chandranagar, Itanagar,


Ph. 09436086710

20. Ms. Toko

Papu

06/06/1986 ST Graduate

(BDS)

SRM College,

Chennai,

Tamilnadu

Upper „P‟ Sector, Nirjuli,


Pare, A.P. 791109

Ph.: 09415075109

E-mail:

[email protected]

21. Mr. Topan

Rimo

06/02/1991 ST B. Com

(Hons.)

Dera Natung

Govt. College,

Itanagar

Popu Hill Colony,

Naharlagan, Distt. Papum

Pare, A.P.

Ph.: 09436877585

22. Ms. Nani

Yangka

02/10/1990 ST B.A. Hons. Rajiv Gandhi

University,

Itanagar, A.P.

C/o Nani Kijin, Arunachal

Front Building, Naharlagun,

A.P.

Ph.: 08575732669

E-mail:

[email protected]

23. Mr. Bittu

Neog


University,

Itanagar, A.P.

AH Vety, DD CLF Nirjuli,


Ph.: 09774629764

24. Mr.

Doging


University,

Department of Mass

Communication, Rajiv



Hinda Itanagar, A.P. Gandhi University,

Extension Centre,

Naharlagwn, Itanagar, A.P.

Ph.: 09436696250

E-mail:

[email protected]

25. Mr. Joram

Karan


University,

Itanagar, A.P.

C/o Alo Goram, Prem

Nagar Near PWD Gate,

Office NLG 291114

Ph.: 08730903780

E-mail:

[email protected]

26. Ms.

Renuka

Devi

15/08/1992 Gen Graduate Rajiv Gandhi

University,

Itanagar, A.P.

Dam Site, Naharlagun,


791110

Ph. 0983628677

27. Ms. Arty

Mibang

02/06/1984 ST 10+2/3

Years

Diploma in

TTAM

Department of

Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

C/o Birla Sunlife Insurance

Near SBI Ganga,

Akashdeep, Itanagar-

791111, A.P.

Ph.: 09774628713

E-mail:

[email protected]

28. Ms. Moti

Pangkam


Graduation

Department of

Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

C/o J. Pangkam, V.V. III,

Near DNGC Gate, Vivek

Vihar, Hanagar

E-mail:

[email protected]

29. Mr.

Rakesh

Gungali

24/05/1989 ST Graduate Indira Gandhi

National Open

University

Popw Nallah, Naharlagun,


Ph.: 9436293191

30. Ms.Ninghi

m Darai


University,

Itanagar, A.P.

C/o Simi Pharsang, SI

NERIST, Nirjuli, Distt.

Papum Pare, A.P. 791109

E-mail:

[email protected]

31. Ms.

Nargish

Kipa


Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

Banderdewa, A.P.

Ph.: 09402920355

E-mail:

[email protected]



32. Ms.

Sonam

Jelly


Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

Department of Mass

Communication, Rajiv

Gandhi University,

Extension Centre,

Naharlagwn, Itanagar, A.P.

791111

Ph.: 09402434523

E-mail:

[email protected]

33. Mr. Tony

Sonam

11/11/1998 ST B.A Department of

Mass

Communication

, Rajiv Gandhi

University,

Itanagar, A.P.

Polo Colony, Naharlagun,


Ph.: 09774946878

E-mail:

[email protected]

34. Mr.

Chukho

Tabo


Mass

Communication

(PGDMC)

Village Gumto, P.O.

Doimakh, Distt. Papum

Pare, A.P.

Ph.: 09615991339

E-mail: [email protected]

35. Mr. Talar

Tuto


M.A. Mass

Cum

Rajiv Gandhi

University,

Itanagar, A.P.

R.W.D. Colony, D-Sector,

Distt. Papum Pare, Itanagar,

A.P.

Ph.: 09436243684

E-mail:

[email protected]

36. Ms. Hibu

Mamung

22/10/1989 ST B.A. LLB North Eastern

Hills

University,

Shillong

G-Extension, International

Tailor, Naharlugun, Distt.

Papum Pare, A.P.

Ph.: 09436962861

E-mail:

[email protected]

37. Ms.

Nyabon

Siram

29/09/1998 ST M.A.

Geography

North Eastern

Hills

University,

Shillong

Qtr. No. 33, Type-IV, D-

Sector, Naharlugun, Distt.

Papum Pare, A.P.

Ph.: 09612928746

E-mail:

[email protected]

38. Ms. Licha

Yania

19/11/1989 ST M.Sc.

Counseling

Psychology

Martin Luther

Chritran

University,

Village Porna Yazal, Distt.

Lower Sbanriri, A.P.

Ph.: 08732806741




Shillong E-mail:

[email protected]

39. Ms. Sape

Yadung


School

Nirjuli, Itanagar, Distt.

Pampum Pare, A.P.

40. Mr. Vijay

Bengia

01/07/1974 ST 10+2 Doimukh Village, Nirjuli PO/PS

Nirjuri

Ph.: 09436227548

41. Mr. Tai

Tayu

04/031981 ST 10+2 Govt. Hr. Sec.

School,

Hoyopin

Damsite, Naharlugun, Distt.

Papum Pare, A.P.

Ph.: 09402277675

42. Mr. Lollen

Melong

06/12/1991 ST B.A. Rajiv Gandhi

University,

Itanagar, A.P.

Bage Tiinali, Nirjuli, Distt.

Papum Pare, A.P.

Ph.: 09862732861

43. Ms. Maga

Juri

05/07/1986 ST B.Com D.N.G.C C/O Qawa School, Damsite,

P.O/PS, Naharlugun, Distt.

Papum Pare, A.P.

E-mail:

[email protected]

44. Ms. Techi

Lata


M.A.

Mass

Communication

Rajiv Gandhi

University,

Itanagar, A.P.

C/O Techi Nobin, Village

Rono-1, P.O. Doimukh,


Ph.: 09402048025

E-mail:

[email protected]

45. Mr. Dogin

Randa


University,

Itanagar, A.P.

APST Colony, Ganga,

Itanagar, Distt. Papum

Pare, A.P.

Ph.: 09856877778

E-mail:

[email protected]

46. Kombong

Darang

08/02/1990 ST M. A. Mass

Communication

Rajiv Gandhi

University,

Itanagar, A.P.

Sector D Nahar Lagun.

Itanagar AP

Ph :8913838335

E-mail:

[email protected]

47. Jamal

Islam

31/12/1991 OBC B.A. Mass

Communication

Rajiv Gandhi

University,

Itanagar, A.P.

Vill. Harmoti Kothoni P.O:

morbil P.S. Laluk Distric

North Lakhimpur Assam

Pin:-784160



Ph: 08751943603

E: mail:

[email protected]

48 Tadr

Sumpi

10/10/1991 ST 10+2 Govt. Hr. S.S

School Nyapin

Itanagar A.P.

E S S Sector Itanagar A .P.

Ph: 8731979745

E :mail:

[email protected]

m

49. Mone

Gurung

22/11/1978 Gen B .A. Indira Gandhi

Open University

Delhi.

Future Generation 17

Sector , Itanagar A.P.

Ph: 857554786

E: [email protected]

50. Taran

Taggu

02/07/1986 ST B.A. J N College

Pasighat A.P.

C/o, Rani Borang R.K.

Mission Nursing school

Itanagar A.P.

Ph: 9402257821

51. Binam

Talom

18/03/1986 ST B.A. Mass

Communication

Rajiv Gandhi

University,

Itanagar, A.P.

C/o Tapon Talom Rani

village, District East Siang

A.P. Pin- 71102

E: mail:

[email protected]

52. Ms.

Breginia

Perme

06/11/1989 ST B.A. Mass

Communication

Rajiv Gandhi

University,

Itanagar, A.P.

C/o Nakkenu Perne Sector

D Itanagar A.P.

Ph:-7308309265

53. Ms. Lindo

Rita

15/03/1993 ST 10+2 D.N Collage,

Global

Acadmia.

Pachim Colony Naharlagun

A.P

Ph:- 9615981599

54. Yomli

Poyom

11/05/1989 ST B.A Rajiv Gandhi

University,

Itanagar, A.P.

Yomli Poyom C/o Talim

Tali,Qtr. No. 34 Type III

Vivek Vihar Itanagar

,Papumpur District (A.P)

Ph:- 9436604015

55. Dakter

Esse

21/07/1987 ST M.A Rajiv Gandhi

University,

Itanagar, A.P.

Naharlagun Arunachal

Pradesh.

E: mail:

[email protected]

57. Shailnder

Kumar

Yadav

14/12/1988 ST B.A Dept. Of Mass

Communication

in ,Rajiv Gandhi

University,

Itanagar, A.P.

Shailnder Kumar Yadav C/o

A P. Yadav Mech. Engg.

Deptt., Nerist Nirjuli.

Ph: 9863951757






E: mail: babloo.yadav

[email protected]

58. Balo Rajan 28/12/1990 ST M.A Rajiv Gandhi

University,

Itanagar, A.P.

Sector „A‟ Naharlagun,

Papumpur Arunachal Pradsh

Ph: 8257835076

E: mail:

[email protected]

59. Kamte

Reigu


University,

Itanagar, A.P.

K. Reigu Complex „G‟

Extention Road (NLG)

Distt.Papumpare Arunachal

Pradesh

Ph: 9862888575

E: Mail:

[email protected]

60. Ms.

Dolitte


University,

Itanagar, A.P.

Sector „1‟ Qutr.No.13 Type

III Itanagar, Arunachal

Pradesh

E: Mail:

[email protected]

61. Yami

Landi


University,

Itanagar, A.P.

Ellanthan Villa, Sector

„A‟,Helipad Road,

Naharlagun

(A.P)

E: Mail:

[email protected]

62. Basu

Biswas

15/11/1990 Gen B.A Rajiv Gandhi

University,

Itanagar, A.P.

Barapani Naharlagun

Arunachal Pradesh

Ph: 8257014790

63. Taduj

Tapa

ST 10+2 Higher

Secondary

Schhool

Itanagar


Arunachal Pradesh

Ph: 8419074934

64. Ms.Lindu

m Nani

06/09/1991 ST 10+2 Higher

Secondary

Schhool

Itanagar


Arunachal Pradesh

Ph: 0940290043

65. Tai Tatik 14/07/1987 ST 10+2 P.C.C.F.

Itanagar

G Extation Naharlagun

Distt. Pampumpure (A.P)

Ph: 9436895154

66. Hari sono 01/07/1984 ST B.A Govt. Collage

Bondila

R.W.D Colony, D- Sector,

Itanagar, (A.P)

Ph: 9436676232





67. Ms.

Champa

Devi

01/04/1982 Gen M.A Rajiv Gandhi

University,

Itanagar, A.P.

Champa Devi O/o Multinet

Computer Education, Oppo-

Head Post office – Itanagar

(A.P)

Ph: 9436896628

E: mail:

[email protected]

68. Gichik

Tana

05/02/9187 ST B.A N.G.C Nerba Colony Itanagar

Distt. Papumpare (Ward

No.-12)

(A.P)

Ph: 9402713803

69. Ha Talam 12/07/1988 ST B.Com. D.N.G.C Hiltop Colony, Sector SS

„E‟ Papumpure Distt. (A.P)

Ph: 09402750055

Consolidated Table of the participants

Category Number Percentage

Male 38 55.07

Female 31 44.92

Scheduled Tribe 62 89.85

OBC 2 2.89

General 5 7.24




Annexure 3: Feedback

Consolidated Feedback from the participants

Feedbacks from the participants were taken at two stages of the EDP Programme

1) After the brief introduction, feedbacks from the trainees were invited regarding their

expectation. The expectations of the trainees are listed as follows:

vi) Learn about entrepreneurship

vii) The preservation and marketing of food products

viii) Process and requirements to start a food processing unit

ix) The various supports that can be availed from local and national bodies

x) Economic implications of initiating and running a small scale industry

2) At the end of the EDP programme, the feedbacks for further improvement of the

programme were videographed and enclosed along with this report as a DVD. The various

feedbacks can be consolidated as follows:-

I. Most of the participants welcomed the EDP on Food Processing sponsored by

NIFTEM.

II. Over and above the EDP programmes most of the participants, especially ladies

would like to have hands on training on small scale food processing like pickle, jam

making etc.

III. The difficulty in getting loans and support from various agencies and the time delay

was also voiced by some of the participants.

IV. The participants were of the opinion that exposure trips to local or other national

food processing units will help in inspiring and training them to be successful

entrepreneurs in the field of food processing.

Annexure 4: Bill

Bill for One Week EDP Training Program



S.No Activity

Chargeable Amount @ Rupees

Remarks

Per Participant Per Program

1 Mobilization Charges 200 13,800 69 Participants in the programme

2

Arranging Auditorium/ Community

Hall Including PA/ Audio-Visual

arrangement.

4000 per day

20,000

For 5 Days

3

Participant Kit

(Plastic Folder , pen, ID card,

Scribble Pad, CD consisting of

course material, PPT etc., )

300

20,700

For 69 participants

4 Photography & Videography ------ 10,000 Lumpsum

5 Working Lunch Arrangement 150 51,750 For 69 participants

6 Tea Arrangements 30 10,350

Two Times a day

7 Certificate Printing 20 1380 For 69 participants

8 Backdrop Printing 10 690 For 69 participants

9 Resource Person Per session 2000 per session

60,000 Total 6 Sessions will be covered

in one day. In total 30 sessions

exist in one week program

10 NGO charges (Taxes etc.)

50,000 Due to increase in the Number of

Participants and distant location of

the Training venue the expenditure

from our Institute‟s side also

increased manifold.

Total 2,39,670

Signature of C.E.O/Authorized signatory With stamp

Date:- 10.01.2014

Place:- Shimla

Documents

Entrepreneurship Development Programme (EDP) in …Entrepreneurship Development Programme in Food Processing] December 2013 Institute for Integrated Rural Development- IIRD, …