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DIRECTAGRICULTURALMARKETING:RYTHUBAZARINANDHRAPRADESH,INDIA
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DOCUMENTATIONOFBESTPRACTICE
September2011
ResearchedandDocumentedby:
OneWorldFoundationIndia
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TABLEOFCONTENTS
ExecutiveSummary.............................................................................................................................3Methodology........................................................................................................................................4Background..........................................................................................................................................4AgriculturalMarketinginIndia.....................................................................................................4DirectAgriculturalMarketing........................................................................................................5RythuBazarinAndhraPradesh....................................................................................................6Objective...............................................................................................................................................6Programme/ProjectDesign.................................................................................................................6KeyStakeholders..............................................................................................................................6ProcessFlow.....................................................................................................................................7
Composition.................................................................................................................................7Location........................................................................................................................................7ProductsSold...............................................................................................................................7PriceFixing...................................................................................................................................7InfrastructuralFacilities..............................................................................................................8OtherServices...............................................................................................................................8Monitoring&Governance........................................................
..................................................9FinancialResources............................................................
..............................................................9Impact...................................................................................................................................................9BenefitsforFarmers.........................................................................................................................9BenefitsForConsumers.................................................................................................................10ChallengesinImplementation.........................................................................................................10Conclusion.........................................................................................................................................11
References..........................................................................................................................................11
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EXECUTIVESUMMARY
WhilesignificantstrideshavebeenmadeinincreasingagriculturalproductioninIndiaovertheyears,numerousproblemscontinuetocloudthesystemofagriculturalmarketinginthecountry.Asaresult,theGovernmentofIndiapassedtheAgricultureProduceMarketingCommitteeAct(APMC)toregulatethefunctioningofwholesaleagriculturalmarketsacrossthecountry.Thepurposeoftheseregulatedmarketswastopromoteorganisedmarketingofagriculturalcommoditiesinthecountryandensurethatfarmersgetareasonableshareinprofits.Itwashopedthatwithmarketregulation,agriculturaltradepracticeswouldbecomemoreefficientthatuntilnowwereplaguedwithinefficiencieslikesubjectionoffarmerstoheavymarketcharges,defectiveuseofweightsandscalesinthemarketsetc.
Althoughregulationofmarketshashelpedinreducingtheburdenonfarmersintheformoflessermarketcharges,verifiedweightsandscales,andestablishmentofmarketcommittees,thesystemstillremainslargelyinefficientandhasbeenmonopolisedbytradersandintermediaries.Inefficienciesintheseregulatedwholesalemarketscontinuetoresultinachainofintermediaries,qualitydegradationandanincreasinggapbetweenproducerandconsumerprices.
Aneffectiveanswertotheseissuesliesintheestablishmentofunmediatedlink
agesbetweenfarmersandconsumers.Directmarketingofagriculturalproducehelpsineliminatingmiddlemenandmakesthefarmerinchargeofsellinghis/herproduce.Thisensuresbetterpricesforthefarmersaswellasincreasedconsumersatisfaction.Inordertopromotethedevelopmentofdirectagriculturalmarketinginthecountry,theGovernmentofIndia(GOI)enactedtheSchemefortheDevelopmentofAgriculturalMarketingInfrastructure,GradingandStandardization.
Today,manyIndianstateshaveadoptedtheconceptofdirectagriculturalmarketing.RythuBazarinAndhraPradeshisoneofthemostsuccessfulmodelsofdirectagriculturalmarketinginthecountry.RythuBazarsprovidefacilitiestofarmersforsellingtheirproducedirectlytoconsumersunderaproperadministrativesystemandgovernmentprotection.Presently,thereare106RythuBazarsoperatinginthe23districtsofAndhraPradesh
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RythuBazarshavetransformedtheenvironmentinwhichfarmersinAndhraPradeshmarkettheirproduce.Itprotectsthemfromtheharassmentthattheywereotherwisefacingatthehandsofmiddlemen.Itgivesthemanorganizedplacetoselltheirproducedirectlytoconsumersundergovernmentprotectionandatpricesthatarebetterthantheyusedtoget.Farmersareprovidedwithinfrastructuralfacilitiesandsupportservicesliketransport,storageoptionsandsuchlike.
RythuBazarconsumerscanavailthebenefitsofgoodqualityproductsatreasonablerates.Anonlinemarketinformationsystemhelpskeepconsumersawareaboutcurrentpricesand
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protectsthemfromanyharassmentatthemarket.ItalsohelpsthemknowthekindofproductsavailableataRythuBazar.
TheRythuBazarmodelhasalotoflessonstoshareintermsofkeepingfarmersneedsinmindwhiledevelopingadirectmarketmechanism,helpingfarmerstobeawareoflocalneedsandadapttonewdemands.Italsoofferslessonsformeetingconsumersatisfactionandrunningthemarketsthroughawellformedmanagementandadministrationstructure.Itistheselessonsthatthisdocumentseekstocapture.
METHODOLOGY
WorkingwiththeobjectiveofidentifyingbestpracticesingovernanceinIndiaforthepurposeoffurtherreplication,theGovernanceKnowledgeCentre(GKC)researchteamconductsextensiveresearchtolocateinitiativesthatcontributetowardsthebe
ttermentofpublicservicedelivery.TheGKCteamconductedthoroughsecondaryresearchusingcrediblewebresourcestoestablishthesuitabilityoftheRythuBazaarmodelinAndhraPradeshasabestpractice.Thisresearchreflectedthemannerinwhichthismodeladoptsauniqueworkablestrategytoconnectfarmersdirectlytoconsumers,therebyeliminatingthemalpracticesandharassmentencouragedbymiddlemenandintermediariesandprovidingafairdealtobothfarmersandconsumersintermsofthequalityandpriceofproduce.
BACKGROUND
AGRICULTURALMARKETINGININDIA
AgriculturecontinuestobethemainstayoftheIndianeconomy.Agricultureistheprincipalmeansoflivelihoodforover58.4percentofIndia'spopulationandaccountsforapproximatelyone-fifthofthetotalgrossdomesticproduct(GDP).1Whilesignificantstrideshavebeenmadeinincreasingagriculturalproductionovertheyears,immenseproblems
continuetocloudthesystemofagriculturalmarketinginthecountry.Ironically,theburdenofinefficientmarketingproceduresaffectsthefarmersofthecountrythemost,wheninfactasproducerstheyareentitledtothebenefitsofarobustmarketingsystem.
1http://india.gov.in/sectors/agriculture/index.php.Web.3August.2011
2GokulPatnaik.Marketing,StorageandExtensionServices:StateofAgricultureinIndia'.Working
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PaperNo.9.BazaarChintan.April.2003.NewDelhi
TheagriculturalmarketingstructureinIndiaconsistsofthreetypesofmarkets2:a)ruralprimarymarketsorhaats(tribalmarketsintribalareas)thataremeanttomeetlocaldemands,b)secondarymarketsthatattractpotentialbuyersandtraderswhotakeagriculturalproduceinbulkquantityforsalesinthecitywholesalemarkets,andc)wholesalemarketsthatactascentresforgatheringlargeamountsofagriculturalproduce
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fromdifferentsources.Retailersinthecountryprocureproducefromthesewholesalemarketsandthensellittotheconsumers.
Theoperationsinruralprimarymarketsandsecondarymarketsarelargelyinformalandlackproperinfrastructuralfacilities.Aswholesalemarketshandlelargevolumesofagriculturalproduceandactasdispersalpoints,theyformaverycrucialcomponentoftheentireagriculturalmarketingsysteminthecountry.Thesemarketsrequireelaborateinfrastructuralfacilities.TheGOIisresponsiblefortheprovisionofsuchfacilitiesinthemarket.WholesalemarketsoperatewithinalegalframeworkandarecoveredundertheAgricultureProduceMarketingCommitteeAct(APMC).TheimplementationoftheAPMCisinthehandsofrespectiveStateGovernments.
AsaresultoftheAPMC,wholesalemarketsstartedfunctioningasregulatedmarkets.Thepurposeoftheseregulatedmarketswastopromoteorganisedmarketingofagricul
turalcommoditiesinthecountryandensurethatfarmersgetareasonableshareinprofits.Itwashopedthatwithmarketregulation,agriculturaltradepracticeswouldbecomemoreefficientthatuntilnowwereplaguedwithinefficiencieslikesubjectionoffarmerstoheavymarketchargesanddefectiveuseofweightsandscalesinthemarkets.
Althoughregulationofmarketshashelpedinreducingtheburdenonfarmersintheformoflessermarketcharges,verifiedweightsandscales,andestablishmentofmarketcommittees,
thesystemstillremainslargelyinefficientandhasbeenmonopolisedbytradersandintermediaries.Inreality,nopersonoragencycanoperateinthewholesalemarketareawithoutalicenseissuedbythemarketcommitteethat,inturn,areundertheinfluenceofdominanttraders.Thisdefeatstheverypurposeofmarketregulation,whichistobenefitthefarmers.Inefficienciesinthewholesalemarketsresultinachainofintermediaries,qualitydegradationandincreasethegapbetweenproducerandconsumerprices.
DIRECTAGRICULTURALMARKETING
Aneffectiveanswertotheseissuesliesintheestablishmentofdirectlinkagesbetweenfarmersandconsumers.Directmarketingofagriculturalproducehelpsineliminatingmiddlemenandmakesthefarmerdirectlyresponsibleforsellinghis/herproduce.Thishelpsinensuringfinancialreturnsforfarmersaswellasincreasedconsumersatisfaction.
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Inordertopromotethedevelopmentofdirectagriculturalmarketinginthecountry,theGOIenactedtheSchemefortheDevelopmentofAgriculturalMarketingInfrastructure,GradingandStandardization.Asacrucialcomponentofthescheme,allIndianStatesandUnionTerritoriesarerequiredtoamendtheirspecificAPMCactsinpursuanceofthedevelopmentofdirectagriculturalmarketingpractices.
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ManyIndianstatesadoptedtheconceptofdirectagriculturalmarketing.ExamplesincludeApniMandiinHaryana,UzhavarSandhaiinTamilNadu,ShetkariBazaarinMaharashtraandRythuBazarinAndhraPradesh.
RYTHUBAZARINANDHRAPRADESH
RythuBazarisoneofthemostsuccessfulmodelsofdirectagriculturalmarketinginthecountry.ThefirstRythuBazarwasestablishedin1999inHyderabad.RythuBazarsprovidefacilitiestofarmersforsellingtheirproducedirectlytoconsumersunderaproperadministrativesystemandgovernmentprotection.Presentlythereare106RythuBazarsoperatinginallthe23districtsofAndhraPradesh.
OBJECTIVE
RythuBazaraims:
.Toeliminatemiddlemeninwholesaleagriculturalmarketsandenablefarmersto
selltheirproducedirectlytoconsumers.Toensurethatfarmersgetremunerativeprices.Tocurbmarketingmalpracticeslikedefectiveweighings.Toprovidefreshproductstoconsumersatreasonablerates
PROGRAMMEDESIGN
KEYSTAKEHOLDERS
.AgriculturalMarketingDepartment,GovernmentofAndhraPradesh:Itoverseestheimplementationoftheentiredirectmarketingconcept.
.JointCollectors:JointCollectorsareresponsiblefortheeffectivefunctioningofRythuBazarsintheirrespectivedistricts.TheyareresponsibleforallappointmentsofconcernedofficialsandtoensurepropercoordinationofAgricultureOfficers,HorticultureConsultants,EstateOfficersandrelevantlocalbodiesforthesmoothfunctioningofRythuBazar..EstateOfficers:TheestateofficersareresponsiblefortheupkeepandmaintenanceofRythuBazars.Theyallotshops,fixpricesandensureitsproperday-to-dayfunctioning.HorticultureConsultants:Theyareresponsibleformotivating,
identifyingandensuringregularattendanceoffarmerssothatthelatterareabletomakeuseoftheservicesthatRythuBazarsprovide.Theyprovidepre-andpost-harvestconsultancytofarmers..AgricultureOfficers:TheAgricultureOfficerscoordinateandassistEstateOfficersandHorticultureConsultants..Farmers:TheyselltheirproduceatRythuBazars.
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.DepartmentofWomenandChildreninRuralAreass(DWCRA)SHGs:TheysellproductsasagroupintheRythuBazar.
PROCESSFLOW
COMPOSITION
RythuBazarscatertomillerswhosellpaddyandotherkharifcrops,membersoftheSHGsofDepartmentofWomenandChildreninRuralAreas(DWCRA)whodealwithcommercialvegetableslikepotatoesandonionsandfarmerswhosellothervegetables.WhilemillersandtheDWCRASHGmemberspayamonthlyrentofINR10,000andINR800foreachshoprespectively,thefarmerscanselltheirproduceattheRythuBazaarfreeofcost.TypicallyaRythuBazarcatersto10to15villagescoveringminimum250farmersalongwith10SHGsoftheDWCRA.ThesevillagesareselectedbyateamconsistingofMandalRevenueOfficers,HorticultureConsultantsandAgricultureOfficers.
EverysellerattheRythuBazarisissuedaphotoidentitycardthatincludesdetailslikename,address,productsgrown,andsizeofland.Thisidentitycardisissuedwiththeaimtoprevententryofmiddlemenintothemarket.OnlyapersonwithavalidphotoidentityisallowedtoentertheRythuBazaartosellhis/herproduce.Shopsareallocatedtothesellersdailyonafirstcomefirstservebasis.
LOCATION
RythuBazarsarelocatedongovernment
landidentifiedbytheDistrictCollectors.Thelandhastobeanacreinsizeandshouldbelocatedatanareathatisconvenientforbothfarmersandconsumers.BeinglocatedongovernmentlandgivestheBazartenuresecurityandprotectsfarmersfromharassmentofanykind.
Figure:VarietyofproducesoldatRythuBazars
Source:TheHindu
PRODUCTSSOLD
AgreatdealofvarietyisencouragedattheRythuBazars.Farmersaregivenguidancebyhorticulturaliststogrownewerandbetterqualitiesofvegetablesandfruits.Farmersareallowedtosellonlythosevegetablesthattheygrowthemselves.SHGssellthosevarietiesofvegetablesthatarenotgrownbyl
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ocalfarmersinthedistrict.ThesegroupscanalsosellcommoditiessuppliedbygovernmentagencieslikeOILFEDandMARKFED.Otheressentialcommoditieslikepulses,tamarind,drychilliesandedibleoilsarealsosoldinthesemarkets.
PRICEFIXING
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ThepriceforproductstobesoldattheRythuBazarisfixedeverymorningbythe13EstateOfficersofadistrictinconsultationwithacommitteesetupforthepurposethatalsocomprisesofthreefarmersfromeachBazar.Itworksontherulethatthepriceshouldbearound25percentmorethanthewholesalepriceand25percentlessthantheretailprice.ThelogicisthatifthepricesinRythuBazarsarehigherthanthelocalretailmarket,thereisnoincentiveforconsumerstocometotheformerand,ontheotherhand,ifthepricesarefixedlowerthanthewholesalemarketrates,thereisnoincentiveforthefarmerstoselltheirproducethere.
AnonlinemarketinformationsystemhasbeendevelopedtokeepofficialsatalltheRythuBazarsupdatedaboutcurrentpricesandtohelpconsumersmakeinformedchoices.Aconsumercanrefertothepricesonlineand,thus,preventover-chargingbythefarmers.
Figure:Screenshotoftheonlinemarketinformationsystem
Source:http://www.rythubazars.com/HomePage.aspx
INFRASTRUCTURALFACILITIES
RythuBazarshaveprovisionsfortransportation,electricityandwatersupply.T
heyalsohaveshedsandtoiletfacilitiesforfarmers,facilitiesforcleaningofagriculturalproduce,gradingandsorting,weighing,packaging,storage,parking,telephone,internetandfax.Thesefacilitiesenhancethefarmersworkenvironment.Theysavetimeintermsoftransportationaswellasprovidefarmerswithbasicfacilitiestotakecareoftheirproduce.Availabilityofstoragefacilitiesensuresthequalityofvegetablesandfruitsandpreventswastage.Provisionofcommunicationfacilitiesisimportantforsmoothcoordinationof
dailytransactionsintheBazaraswellasenablesofficialsinchargetomaintainacommunicationchannelacrossallBazarsthatisessentialforpricedetermination,monitoringandcontrol.
OTHERSERVICES
TheRythuBazarsarebeingupgradedtomeetthedemandofchangingtimes.Asaresult,
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doorstepdeliveryofvegetablesthroughmobileRythuBazarshasbeenstarted.Thisis
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beingtestedintheErragaddaRythuBazararea.Aconsumerlivingwithinaradiusof10kmfromtheErragaddaRythuBazaarcancallup56568613,9849856218,9440410817orsendanemailtomrbe_avp@rediffmail.comtoplaceanorderandthevegetablesaredeliveredattheirdoorstepwithinthreehours.TheminimumvalueofthedeliveryordermustbeINR.250.
MONITORING&GOVERNANCE
EachBazarisunderthecontrolofanEstateOfficerandaHorticultureConsultantalongwithanAgricultureOfficerwhoreportstotheJointCollector.WhiletheHorticultureConsultantandAgricultureOfficerareprimarilyresponsibleforidentifying,educatingandmotivatingfarmersabouttheconceptandadvisingthemtomakethebestuseoftheirland,theEstateOfficerisresponsibleforgeneraladministration,includingissuanceofidentitycardsandpricefixation.Theseofficersaregivenperiodictrainingfromtimet
otimetohelpthemperformtheirrolesefficiently.
FrequentimpromptuinspectionsareheldbytheJointCollectorandothermembersofbureaucracytoensurethatallofficersin-chargeareperformingtheirdutiesefficiently.TheseniorofficersinteractwithfarmersandconsumerstogettheirfeedbackandcomplaintsabouttheBazar.Basedonthisfeedback,theyissuefreshorderstotheofficialsofeachRythuBazartolookintomattersofconcern.
Theonlinemarketinformationsystemalsoactsasacheckandbalancetooltoensurethatconsumersarenotcheatedandthatallfarmersselltheirproduceatuniform,predefinedprices.ItkeepsofficersupdatedwithcurrentpricesandtheproceedingsatallRythuBazars.
FINANCIALRESOURCES
TheexpenditureofsettingupandmaintainingaRythuBazarismetfromfundsmadeavailablebytheAgriculturalProduceMarketCommitteeundertheStateAPMCactaswell
asthefundscollectedviaeleasingofRythustallstomillersandSHGgroups.
IMPACT
BENEFITSFORFARMERS
Figure:AfarmersellingvegetablesataRythuBazar
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Source:TheHindu
RythuBazaristransformingtheenvironmentinwhichfarmersinAndhraPradeshmarkettheirproduce.Itisprotectingthemfromtheharassmentthatthey
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wereotherwisesubjectedtoatthehandsofintermediaries.Ithasgiventhemanorganisedplacetoselltheirproducedirectlytoconsumersundergovernmentprotectionandatpricesbetterthanwhattheyusedtoget.Theyhavebeenprovidedwithinfrastructuralfacilitiesandsupportservicesliketransport,storageoptionsetc.
RythuBazarshavealsoencouragedfarmerstodiversifytheirproduceandgrowavarietyofvegetablesandfruits.Theprofessionaladviceofhorticulturalistshasexposedfarmerstounderstandbetterdietaryhabitsandlocalneeds,andadapttonewermarketingstrategies.
RythuBazarsoperatewithastreamlinedadministrativestructureandhaveasystemofaccountabilityandmonitoring.Thisensuresthatfarmersgrievancesarepromptlyaddressedandwrongfulactioncorrected.
BENEFITSFORCONSUMERS
RythuBazarconsumerscanavailthebenefitsofgoodqualityproductsatreasona
blerates.Theonlinemarketinformationsystemhelpskeepconsumersawareaboutthecurrentpricesandprotectsthemfromanyharassmentatthemarket.ItalsoenablesthemtoknowaboutthekindofproductsavailableatRythuBazar.Thesemarketsarenotlocatedveryfarfromresidentialareas,aloowingforeasyaccessforconsumers..Consumersalsohavetheoptionofavailingthedoorstepdeliveryalternative.
CHALLENGESINIMPLEMENTATION
RythuBazarsfaceamajorproblemintermsoflackofcoordinationamongfarmers.Conflictsdevelopamongfarmerswhilesellingtheirproduceandselectingstallsinthemorning;theseaffectsmoothfunctioningofthemarket.TheSHGsfeelthreatenedaboutbeingevictedasthemarketprimarilycaterstofarmers.ThemobileRythuBazarsarecuttingintosalesattheBazar.FarmersalsohavetomovewiththeirproducefromoneRythuBazartoanot
her,whichprovesextremelytediousforthem.Further,consumersoftencomplainaboutparkingfacilitiesandgarbagemanagementatthemarkets.
AlltheseconcernshavebeenreportedtotheofficersofrespectiveRythuBazarsandtheadministrationistakingstepstoaddresstheseissues.FarmersareconstantlyprovidedguidancethroughAgricultureOfficersandHorticultureConsultantsandtheirgri
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evancesareaddressed.MobileRythuBazarshavebeeninstructedtofunctionbeyond10kmofaRythuBazar.Parkingfacilitiesarebeingarrangedthroughprivatecontractingandinfrastructurefacilitiesbeingstrengthened.Farmersarealsosensitisedontheneedtomaintaincleanlinessanddisposegarbageproperly,theabsenceofwhichdemotivatesconsumersfromvisitingtheBazar.
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CONCLUSION
RythuBazarsshowcaseoneofthemostsuccessfulmodelsofdirectmarketingofagriculturalproduceinthecountry.Itsuniquenessliesinthekindofsupportithasreceivedfromthegovernment.WhilesomeotherIndianstatesalsohavefarmersmarkets,veryoftentheirsmoothfunctioningisjeopardisedbecauseofpoliticalcompulsionsandresultantwithdrawalofgovernmentsupport.RythuBazarshavebeenoperatingforovertwodecadesandhaveadaptedtochangingtimesintermsofupgradationoffacilities.Theyhavefoundacceptabilityamongstbothfarmersandconsumers.
Thelinkingoffarmerstomarketsisadynamicandongoingprocesswithnoonebestsolution.Thepresenceofvariousstate-specificexamplesofdirectmarketingofagriculturalproduceinthecountrypresentsthepossibilityofexchangeoflessonsandexperienceslearntsofar.RythuBazarhasrichexperiencetoshareintermsofkeepingfarmersneedsinmind,
helpingthembeawareoflocalneedsandadaptingtonewdemands.Ontheotherhand,itcanprovidelessonsintermsofmeetingconsumersatisfactionandrunningthemarketsthroughawellformedmanagementandadministrationstructure.
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ResearchwascarriedoutbytheOneWorldFoundation,GovernanceKnowledgeCentre(GKC)team.
DocumentationwascreatedbyResearchAssociate,SapnaKediaForfurtherinformat
ion,pleasecontactMr.NaimurRahman,Director,OWFI.
REFERENCES
DepartmentofAgricultureandCooperation.MarketingInfrastructureandAgriculturalMarketingReforms..Web.1August.2011..
DirectorateofExtensionEducation.CCSHaryanaAgriculturalUniversity.Jain,Kusum,UmeshKumarSharma,R.S.Kadian,R.K.MalikandS.L.Bhella.DirectMarketing..TechnicalBulletin(27).2008.Web.29September.2011..
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Door-deliveryofvegetablesfromRythuBazar..TheHindu.8January.2004.Web.24July.2011..
GokulPatnaik.Marketing,StorageandExtensionServices:StateofAgricultureinIndia'.WorkingPaperNo.9.BazaarChintan.April.2003.NewDelhi
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IFPRI.Parthasarathy,RaoP,JoshiPK,ShravanKumarandKaveryGanguly.AgriculturalDiversificationinAndhraPradesh,India:Patterns,DeterminantsandImplications...2008.Web.1August.2011..
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