Indian Institute of Management

Ahmedabad

IIMA/MAR0427

Tihar Jail Products

Branding, Distribution, and Communication Strategy
Overview
One winter morning, Mr. Neeraj Kumar, Director General (DG) of the Tihar Jail, was
thinking about the business done by Tihar Jail. Coming from the police services, Mr Neeraj
Kumar was known for his discipline, meticulousness, and hard work. Under his governance,
Tihar Jail inmates and staff members had won numerous prizes and appreciation letters.
Tihar Jail operated a factory and a baking school as a part of the process of reformation and
rehabilitation of its inmates. The Tihar Jail factory manufactured and sold a variety of
products like bakery products, furniture, apparel, spices, etc. Despite the good quality of the
products and good customer reviews, Mr. Neeraj Kumar felt that TJ products were not
realizing their full potential in the market because of several factors related to marketing,
production, and services. These products were sold under the brand name TJ in the DelhiNCR region and were known for its quality. This brand was more known and had more
awareness in urban Delhi. Further, the usage of brand name TJ could prove to be a double
edged sword. On one hand, TJ brand connected products with Tihar Jail, thus providing the
products some recognition and possibly encouraging consumer philanthropy. On the other
hand, TJs product association with the in-jail production could incite concerns about
product quality as the inmates were not perceived as being hygienic or skilled enough to
make products for public consumption.
However, Mr. Neeraj Kumar had witnessed growing employment in the factory as well as
increasing turnover. He was aware of the potential of the Tihar jail products in the market
and wanted to expand and improve its business and outreach. Tihar Jails factory was a
source of reformation and rehabilitation for the prison inmates and provided them
employment in a more industrial setting. Mr Kumar understood that better business would
lead to a better life and higher motivation for the inmates. For this, he engaged a consultant
who could help him understand the shortcomings in the current business model followed at
the jail factory and provide solutions to overcome them. The consultant conducted ananalys
is on the basis of his field visits to the jail and various outlets, and undertook a number of
surveys by interacting with various concerning parties.
Tihar Jail
Tihar Jail was one of two penitentiaries located in Delhi. It was the largest penitentiary in
India, as well as Asia. It comprised nine central prisons located in Tihar and one district
prison located at the Rohini Prison Complex. Tihar Jail had an approved capacity of 6250
inmates. However, it accommodated more than 12,000 prisoners. The profiles of Tihar Jail
prisoners were varied. It accommodated both male and female accused. The total number of
Prepared by Professor Dheeraj Sharma, Indian Institute of Management, Ahmedabad.
Cases of the Indian Institute of Management, Ahmedabad, are prepared as a basis for classroom
discussion. They are not designed to present illustrations of either correct or incorrect handling of
administrative problems. Tha author acknowledges research assistance provided by Ms. Nishima
Chowdhri (Research Associate, IIM Ahmedabad) and Mr. Anil Kashyap (NIFT, Kangra) and the
support from Research & Publication Division of Indian Institute of Management, Ahmedabad.
2012 by the Indian Institute of Management, Ahmedabad.

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prisoners as on December 31, 2010 was 10,856 (Exhibit 1A). Out of the 10,856 prisoners,
2751were convicts who worked in the Tihar Jail factory and bakery .In mates came from
different backgrounds, though a majority (more than 70 percent) of the inmates belonged to
Delhi (Exhibit 1B). A majority of the male prisoners under trial and convicted belonged to
the age group of 21-30 years, while a majority of the women prisoners under trial and
convicted belonged to the age group of 30-50 years (Exhibit 1C &D). Tihar jail inmates had
been accused for committing crimes such as murder, rape, extortion, theft, dowry deaths,
smuggling, gambling, etc.
Despite housing individuals charged with or convicted of various offences, Tihar jail was
more like a reformation and rehabilitation centre which aimed at training convicts to
transform them into better human beings and employable citizens. Tihar jail not only
disciplined the guilty but also gave them a chance to reintegrate with civil society by
realizing their mistakes and simultaneously by acquiring skills. The jail authorities strived to
transform the unskilled, illiterate, and uncivilized inmates into skilled, educated and
civilized citizens. To achieve this, Tihar Jail took up several recreational, educational, and
rehabilitation workshops for its inmates. The jail organized yoga and meditation sessions for
its inmates. It had recently launched an initiative called PadhoaurPadhao to provide
education to the illiterate prisoners. This initiative was launched in collaboration with the
National Literacy Mission Authority. The PadhoAurPadhao program provided education to
2500 illiterate inmates. Further, music rooms had also been created on the jail premises.
These rooms were equipped with various musical instruments and interested inmates were
allowed to learn and play them.
To attend to the employment aspect of the inmates, as a part of the reformation and the
rehabilitation program, Tihar Jail operated a baking school and a factory. The jail factory and
baking school provided skill oriented employment to the inmates with an objective to
improve the quality of their lives, both while remaining incarcerated, as well as upon their
release.
Tihar Jail Factory and Baking School
The Tihar Jail factory had undertaken technical and vocational training programs to develop
the skills of the prison inmates. Prisoners were trained and employed in the Tihar factory for
units like carpentry, weaving, paper, spices, tailoring, pottery, food products, and
manufacturing chemical based products. The employed inmates were divided into three
segments, namely, skilled workers, semi-skilled workers, and unskilled workers. They were
paid wages prescribed by the Government of Delhi, at `99, `81 and `70per day for skilled,
semi-skilled and unskilled workers, respectively (Exhibit 2).
Over the years, Tihar Jail factory products witnessed a positive growth trend. The turnover
of Tihar Jail had also been increasing. In the year 2004-05,Tihar Jails turnover was `2.36
crore, which increased to `15 crore in the year 2010-11 1(Exhibit 3A). Besides, employment of
the Tihar Jail prisoners has also been increasing. In the year 2004-05, Tihar jail employed 245
convicts. This figure increased to 600 convicts in the year 2009-10 (Exhibit 3B). The Tihar Jail
factory was known for its quality products. It has also been awarded ISO certifications for its

Anonymous (2012), Tihar Jail records turnover of `15.25 crore in 2011,The Economic Times, January 31, 2012,
Retrieved on June 12, 2012 from http://articles.economictimes.indiatimes.com/2012-0131/news/31010541_1_tihar-jail-prisoneINR-retail-outlet,
1

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Quality Management System, Environment Management System, Occupational Health,

Food Safety Management System, and Safety Management System.
Units of the Tihar Jail Factory
1. Carpentry Unit
Carpentry was the largest unit in the Tihar Jail Factory. It provided training to about 400
prison inmates. A wide range of furniture like office furniture, household furniture,
school furniture, etc., was manufactured. Its main products were desks, tables, chairs,
stools, double beds, divans, almirahs, dressing tables, sofas, etc. Once manufactured, the
furniture was then conventionally supplied to the government and private institutions
like schools, colleges, training institutes, etc. In the year 2009-10, the sales of this unit
were about `6.5 crores. This unit recently received an order of 60,000 dual desks from the
Education Department, Government of Delhi.
2. Weaving unit
The weaving unit of Tihar Jail was involved in producing cloth for the staff of Tihar Jail
and prison inmates uniform. It consisted of 12 powerlooms and 52 handlooms. They
manufactured plain cotton and terrycot cloth, bed sheets, pillow covers, cushion covers,
khes, dari, aason, stoles, etc. In the year 2009-10, the sales of this unit were`50 lakhs.
3. Tailoring Unit
The tailoring unit of the Tihar Jail provided training in stitching to 40 prison inmates.
This unit was involved in stitching uniforms of the inmates and staff. Besides, they also
made shirts, trousers, salwar suits, night suits, jackets, stoles, fancy kurtas,
handkerchiefs, aprons, etc. To motivate and enhance inmates creativity, Tihar jail had
entered into tie-ups with renowned fashion designers. The fashion designers interacted
with the inmates and taught and guided them to perform better. In the year 2009-10, the
sales of this unit came to`20 lakhs.
4. Chemical Unit
The chemical unit in Tihar Jail was primarily involved in manufacturing phenyl, soap,
and mustard oil. It trained and employed 40 inmates at a time. In the year 2009-10, sales
from this unit were`1.25 crores.
5. Paper Unit
This unit of Tihar Jail specialized in making handmade paper. It trained and employed
about 40 inmates and produced paper bags, files, file covers, paper envelopes, etc. In the
year 2009-10, the sales from this unit amounted to `25 lakhs.
6. Food Processing Unit
The food processing unit of Tihar Jail primarily employed female inmates. They
produced goods like pickles, spices, papad, etc.
7. Pottery Unit

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Tihar Jail inmates in the pottery unit manufactured ceramic and earthenware and
stoneware.
8. Sports Wear and Shoe Making Unit
The sportswear and shoe making unit in Tihar jail operated as a PPP (Pubic Private
Partnership) Model.
The shoe making unit was a partnership between M/s DEIEM Pvt. Ltd., and the Tihar
Jail factory in Delhi. This unit provided training and employment in stitching shoes to 60
inmates, after they were released from jail.
The sportswear unit in Tihar Jail was formed under the MOU between M/s Century Pvt,
Ltd., and the Tihar Jail Factory. This unit provided training and employment to prison
inmates in manufacturing different sport products like track pants, shorts, t-shirts, etc.,
after they are released from jail.
TiharBaking School
The Tihar Jail bakery started in the year 1995. This primary unit of Tihar Jail was started
under the brand TJ and was located on the jail premises. The bakery produced biscuits,
bread, buns, cakes, confectionary items, namkeens, etc. These products were primarily served
to all the prison inmates on a daily basis as a part of their daily diet. The bakery unit trained
and employed 60 inmates at a time. The surplus produce was supplied to some of the
government departments in Delhi. The turnover of the bakery was `2 crore in the year 200910. Recently, they had started to sell the bakery products in the open market as well. The
Tihar Jail factory recently had a tie-up with almost all outlets of the Kendriya-Bhandar stores
in NCR region.
Clients and Stores
Tihar Jails products catered to the requirements of various departments of the Government
based in Delhi such as Directorate of Education, Social Welfare Department, Industrial
Training Institutes, Polytechnic Colleges, Delhi High Court, District Courts of Delhi, Navy
and Parliament House, various Corporations and Tribunals, etc.
Tihar Jail Factory and Bakery products were sold in various areas of Delhi via different
outlets. Tihar Jail products were mainly sold in their own outlets, nodal agencies, retail
stores, and Kendriya-Bhandar outlets.
Tihar Jail products were sold in the outlets in the following locations:
Tihar Jails Own Outlets
1.
2.
3.
4.
5.
6.
7.

Delhi High Court

Tis Hazari Courts Complex
Dwarka Courts Complex
Rohini Courts Complex
TiharHaat, Jail Road
Tihar Hut, CPRO Gate Number 3 and 4
Delhi Khadi and Village Industries Board, Delhi Secretariat

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8.
9.
10.
11.
12.
13.
14.

IIMA/MAR0427

Delhi Khadi and Village Industries Board Udyog Bhavan, Patparganj

Gandhi Smriti Sansthan, 5 Tees January Marg
TJs Main Gate, Court Complex, Karkardooma Court
Saket Courts Complex
Pusa Institute, Pusa ITI, Hari Nagar
DDU Hospital Canteen
Select City Walk Mall

Out of all the above mentioned outlets, the Tihar Hut outlet located at CPRO gate number 3
had consistently shown maximum sales of TJ products. This was followed by the Tihar Hut
outlet located at the CPRO gate number 4 (Exhibit 4A). The Select City Walk Mall outlet was
started in early 2012.
Besides supplying and selling in the above mentioned stores, Tihar Jail products were also
available in all Kendriya-Bhandar Outlets, Delhi Police Canteen, Police H.Q., Delhi
Sachivalya Canteen, and Panchsheel Club. Tihar Jail products were also sold at various
exhibitions in India like IITF (India International Trade Fair), British High Commission, etc.
Observations from the Survey and Results
There were two ways in which the consultant collected the required data. One was by using
the survey method, and second was via focus group discussions. For this, the survey was
conducted with 152 customers and 10 retailers of TJ. Questions were framed to attain
information on various aspects such as product awareness, customer satisfaction, price of
the products, availability, etc. The responses of customer survey are given in exhibits 4B-4F.
Of the 10 retailers, in-depth interviews were conducted with six of them and questions were
asked to explore the factors which could affect TJs sales. The responses of the retailer survey
are graphically represented in exhibit 5.The following are the key issues based on the
observations from the field visits and surveys undertaken by the consultant.

Branding
It was observed that all the products manufactured in the Tihar Jail were marketed
under a single (umbrella) brand TJ. The blanket name TJ was used for the all the units.
As per the customer survey undertaken, TJ did not come across as a strong brand name.
Most of the people were not aware of the brand and hence, were sceptical in trying its
products. Tihar Jail factory, because of its in-jail production of goods, also raised
hygiene, environment, and health related concerns in the minds of new customers.

Packaging
At first look, the packaging of Tihar Jail products did not appear to be attractive. Tihar
jail offered various products but the packaging of almost all the products was similar.
Besides the lack of visual appeal, the uniform packaging of all the products also posed a
problem. This was because different products required different packaging styles to
maintain the contents within. For example, cakes and papad could be packed in the same
style. In the case of bakery products, the packaging was not efficient. Often the contents
in the pack were found to be damaged. Also, bakery products were available only in one
size i.e. large packs. The packs did not have a transparent section/window through
which customers could view the contents of the pack, and all product variants looked
the same. This made it inconvenient for the customers to browse and choose from the

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varieties available. Also, information such as ISO certification, etc., was not mentioned
on the packaging.

Variety
The Tihar Jail factory manufactured various good quality products; however on the
downside, many of its products did not have variants. Goods such as furniture, clothing,
etc. did not have any variety. Shirts were available only in large sizes and that too in a
limited colour range. The retailers stated that the Tihar Jail Management was of the
opinion that only government employees and advocates bought TJs shirts. Hence, no
variety in terms of size or colour was required for shirts. Similarly, furniture units also
had a monotonous design. There was no manufacturing of customized designs. Lack of
variety in TJs products limited the customer base of Tihar Jail.

Supply Channels
Tihar Jails products were supplied to a limited number of stores, out of which majority
were Tihar Jails own outlets. Products were delivered at each store once a day but there
was no set schedule for delivery. As per the retailers survey, 81 percent of the retailers
said that the delivery of TJs goods was convenient. However, they were unhappy that
there was no communication indicating the status of the inventory. Sometimes, the
retailers had sufficient stock for 2 days, but irrespective of that, products deliveries were
made daily. Further, deliveries did not necessarily contain the products for which there
was high demand. It was also noticed that some of TJs products were not readily
available in other competing retail stores. The store keeper said that many customers
came to the stores asking for TJs goods, but they were unavailable. This turned off the
customers. As per the customer survey outcome, 70 percent of all the customers agreed
that the preferred TJs products were not available in most of the stores. Also, out of all
the products manufactured by TJ, customers were more aware of mustard oil, bakery
products, pickles, spices, shirts and bed sheets. Thus, it could be inferred that customers
were not aware of all of TJs goods.

Distribution Channels
Another important observation was that all Tihar Jail products were sold in the same
stores. For example, handicraft and bakery products were sold in the same store. This
did not seem to the best way to pull customers to the TJ stores. On the basis of the
survey, it was found that the margin for the retailers was maintained at around 10
percent, and no other incentives were offered. Also an additional amount of VAT was
deducted from the assigned margin. In case of nodal agencies, a direct discount of 15
percent was given, which was flexible depending on the decision of the concerned
authorities. As per the survey results, 83 percent of the retailers were not happy with the
margin they received. However, 74 percent of the retailers agreed that they were happy
with the sale of TJs goods. Out of all the outlets where TJs products were sold,
customers preferred buying from TJs own outlets. As per the survey results, 93 percent
of the customers preferred buying TJs products from TJs own outlets. Customers said
that they were more certain about the authenticity of the goods when these were bought
from the flagship store.
When retailers were asked about their willingness to sell TJs goods, they gave a positive
response. It was observed that the retailers were willing to collaborate with Tihar Jail,

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but they were hesitant because of a few apprehensions they had. Retailers were
apprehensive about the communication gap that could arise in dealing with the Tihar jail
authorities. They were also unhappy because of the lack of customized goods and
consistent supply of goods.

Product Promotion and Advertising

As per the information given by the Tihar Jail authorities, Tihar Jail had spent `30-40
lakh on advertising its products in the year 2010-11. However, the survey results
suggested that TJ was not a widely known name in the market. Tihar authorities stated
that the money spent on advertising was a bulk expense, wherein advertising was done
for a small period of about a week. Even the choice of the advertising medium seemed to
be restricted to only newspaper and radio ads. There were no hoardings or flexes or
television advertisements This restrained the full potential of advertising of the products.
There was no advertising of TJ after that. As an expected outcome, very few customers
visited Tihar outlets to specifically buy TJ products. The retailers stated that many
customers visited the store randomly, without any prior knowledge of TJs goods. As per
the retailers survey results, 48 percent of the retailers said that people were aware of TJs
goods and 39 percent of the retailers said customers were not aware of the brand TJ and
its goods.

Pricing
It was observed that the Tihar Jail products were priced higher than its competitors. The
Tihar Jail Management justified the price of its products by claiming that the products
were of good quality. As per the customer survey undertaken, 70 percent of the
customers agreed that the goods were sensibly priced. 86 percent of TJs customers
preferred TJ goods over other goods because of their quality and 29 percent said that
they preferred TJ goods because of their low price. The quality of TJ products have
undoubtedly been its USP. However, many customers preferred buying goods from
other brands because they felt that TJs products were overpriced.

Use of Technology
Tihar Jails own stores followed traditional accounting and billing methods. There was
no computerization of the selling, supply or distribution processes. Bills were given in
the form of hand-written receipts, and accounts were also maintained in a book. This
indicated that the accounting procedures used currently were not efficient to cater to the
current business requirements.

Internal Branding
Internal branding is about aligning the management and the staff of an organization
with its brand. Internal branding implies that the employees of the firm believe and
understand the values of the brand they create and work for. A research conducted by
MacLaverty, McQuillan, and Oddie contend that internal branding isaset of strategic
processes that align and empower employees to deliver the appropriate customer
experience in a consistent fashion. These processes include, but are not limited to,
internal communications, training support, leadership practices, reward & recognition

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programs, recruitment practices and sustainability factors. 2The consultant contended

that internal branding played a very important role in motivating employed inmates to
work. When the inmates believed in the work they did, they derived satisfaction from it
and were happy. Content and happy employees offered customers better services and
better products.
It was observed by the consultant that TJ had very limited internal branding. The crux of
TJs internal branding was its good quality products. Tihar Jail inmates needed to know
that what they are doing was appreciated by the society. Working in the jail factory was
to help them to regain their confidence and motivate them to lead a good life ahead. In
other words, the consultant felt that with strong internal branding, the inmates were
likely to exhibit citizenship behaviour and were likely to gain a positive frame of mind.
Challenges in Maintaining Quality
Individuals were incarcerated in the jail for a certain duration of time. Inmates rejoined
society on completion of their imprisonment term or were released on parole. Thus, the
replacement of a skilled inmate became a challenge. For instance, an inmate would have
worked in the bakery for three years. Over the three years time, he/she became an expert in
baking and producing high quality products. This inmate would then be released from the
jail. It would be very difficult to replace the released inmate as the replacement would not be
as skilled in that particular job. Consequently, a key challenge for the jail administration
could also be in developing a continued stream of skilled inmates. New employees, who
lacked skills, could affect the quality of the goods produced at Tihar. This could prove to be
detrimental to Tihars brand name and could affect the sales the goods.
Cause Related Marketing
Creating a brand association with the cause of Tihar Jail could increase sales turnover and
consumer receptivity of the products manufactured in the Tihar Jail factory. Cause-related
marketing has been defined by Financial Times Lexicon as, a form of marketing in which a
company and a charity team up together to tackle a social or environmental problem and create
business value for the company at the same time. 3
The association of a product with a cause can result in a favourable consumer attitude.
Customers are willing to purchase goods that are associated with a cause, as it gives them a
feeling of having been philanthropic. It makes them feel that they are contributing to society
in some way, and creates an emotional connection. However, in TJs case, consumers could
feel that the quality of products manufactured in jails is unsatisfactory. This is because
media reports on hygiene conditions in the jails received widespread attention. Lack of
branding was detrimental to the growth of TJ. Suppose, a firm wanted to tie up with Tihar
Jail to sell its products, on one hand, its products could be in demand because of the cause
related marketing of Tihar products creating a market push effect. However, on the other
hand, customers would be hesitant to buy Tihar Jails products because of apprehensions
about hygiene and the quality of the products. This could prove to be a demotivator for
N., McQuillan, P.,and Oddie, H. (2007).Internal Branding Best Practices Study. Canadian Marketing
Association, June 2007, pp. 3.Retrieved on June 13, 2012 from
http://www.odditie.com/pdf/InternalBranding.pdf

2MacLaverty,

(2012). Cause-related Marketing.Financial Times Lexicon.Retrieved on June 13, 2012 from

http://lexicon.ft.com/Term?term=cause_related-marketing

3Anonymous.

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retailers to sell TJs goods. Owning a franchise or selling Tihar Jail products could be a
double edged sword. Therefore, it was important that Tihar Jail worked on TJs branding. If
Tihar Jail invested in improving the branding of its goods, it would soon pull demand for its
products in the market. The consultant proffered that customers perceived quality was a
strong predictor of consumer purchase intentions. Previous research stated that perceived
quality was consumers overall evaluation of a product or a services worthiness. Further,
the consultant contended that Tihar Jails brand position could be improved by an apposite
understanding of consumer perception of quality, which could further assist in robust
market analysis, applicable segmentation, appropriate product planning, effective
promotion, and right pricing strategy 4.
Inmates Point of View
There were several challenges that prisoners faced when they are incarcerated. The first
feeling would be of guilt, regret and/or anger. To add to this, the stigma associated with
their names after conviction and its impact on their loved ones made them depressed. A
majority of the prisoners were not well educated and lacked skills or had lost their skills,
making them unfit for employment. Most of the criminals, once in jail, saw no scope for reentering society with any degree of comfort.
Studies indicated that released prisoners were prone to recidivism. There were several
factors that could prompt this. Lack of acceptance from the society after release, no
employment because of lack of skills, and thus, no means of earning a living, could force
prisoners to recidivate. Prisoners needed to be trained not just to obtain skills, but to achieve
the confidence that they could and would transform into better human beings. Exhibit 6
shows the different types of vocational training offered to the inmates. It was important that
they learned their lessons, but it was equally important that they got over their past and
their inhibitions, and looked at life with a fresh perspective.
A study indicated that employment of released prisoners had a major impact on his re-entry
process. Jobs provided a sense of security, confidence, and responsibility in them. On the
contrary, prisoners with no or meaningless employment were more vulnerable to
recidivism. 5
Tihar Jail was a successful example for the reformation and rehabilitation of criminals into
civil society. Tihar Jail model has been appreciated by several other state governments as an
excellent reformation and rehabilitation institution. 6
Conclusion
Crime had been a major social and economic problem in India. Crime rates had been high
with respect to murders, riots, dowry harassment and deaths, thefts, and burglary. 7The
4 Zeithaml, V. A. (1988).Consumer Perception of Price, Quality, and Value: A Means-end Model and Synthesis of
Evidence.Journal of Marketing, 52 (3), 2-22
5Visher

C., Debus, S. &Yahner, J. (2008). Employment after prison: A longitudinal study of releases in three
states.Urban Institute Justice Policy Center. Retrieved on June 12, 2012 from
http://www.urban.org/UploadedPDF/411778_employment_after_prison.pdf
6
Sharda, S. (2012), Tihar model to improve quality of UP jails, The Times of India, June 21, 2012, retrieved on June 24,
2012 from http://articles.timesofindia.indiatimes.com/2012-06-21/lucknow/32351052_1_tihar-jail-jail-administrationinmates
7Figures at a Glance - 2010, National Crime Records Bureau, Retrieved on June 12, 2012 from http://ncrb.nic.in/

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Government was making considerable efforts to control and improve the situation.
However, there had been a lot of criticism on the governments spending on criminal
rehabilitation. Media reports suggested that huge amounts should not be spent on the
criminals, and that they should only be punished for their sins. It was a great responsibility
for the government to treat the criminals in the right way. Criminals should be punished but
simultaneously, they should also be treated well and trained to be able to lead a better life in
future. A study by Tella and Schargrodsky stated that harsher prison conditions lead to slightly
higher recidivism rates. 8 Therefore prisoners had to be treated properly. People should
remember that many of the prisoners would eventually come out to merge with the society.
This was the focal point of Mr. Neeraj Kumars thought process. The consultants
observations and suggestions provided a blue print for Mr Neeraj Kumar to work on the
shortcomings and achieve desired results. The Government could then expand TJs outreach
successfully. Establishment of TJ as an improved and a known brand would benefit the
Tihar Jail convicts by employing more inmates. Tihar Jail inmates found it difficult to find
good jobs, once released. Providing them with employment would bring financial security
and a sense of responsibility
Exhibit 1ATotal Population of the Prisoners
st
(As on Year Ending December 31 )
Year
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010

Total Population
11023
12041
12172
12580
12317
13436
11605
11553
11245
10856

Exhibit 1B
Place of origin of the inmates
Sr. No.

Place of origin

Male

Female

Delhi

71.18

79.41

Other States

24.99

10.10

Other Country

3.83

10.49

8Tella, R. D. & Schargrodsky, E. (2009).Criminal Recividism after Prison and Electronic Monitoring. National
Bureau of Economic Research,Retrieved on June 13, 2012 fromhttp://www.nber.org/papeINR/w15602.pdf

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Exhibit 1C
Prisoners Age (Convicts)
Sr. No.

Age Group

Number of prisoners
Male

Female

% Age
Male

Female

18-21 years

57

2.15

1.92

21-30 years

1184

17

44.73

16.35

30-50 years

1171

60

44.24

57.69

50-65 years

202

23

7.63

22.12

65 years and above

33

1.25

1.92

2647

104

100

100

Total

Exhibit 1D
Prisoners Age (Under Trial)
Sr. No.
1
2
3
4
5

Age Group
18-21 years
21-30 years
30-50 years
50-65 years
65 years and above
Total

Number of prisoners
Male
Female
822
20
4505
120
2024
190
283
58
52
13
7686
401

%Age
Male Female
10.70
4.99
58.61
29.93
26.33
47.38
3.68
14.46
0.68
3.24
100
100

Exhibit 2
Wages Paid to the Inmates
Wages (`)

Wages Credited to
Victim Welfare Fund

Net Payable

Unskilled

70

18

52

Semi-Skilled

81

20

61

Skilled

99

25

74

Type of labor

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Exhibit 3A
Tihar Jail Factorys Growing Turnover
(In ` crore)

Exhibit 3B
Tihar Jail Employment
700
600
600
498

500

447

400
300

275

288

2005-06

2006-07

245

200
100
0
2004-05

2007-08

2008-09

2009-10

13 of 18

IIMA/MAR0427
Exhibit 4A
Most Preferred Outlets by the Customers

Apr/11

May/11

Tihar Haat
Outlet Tis Hazari
Kendriya Bhandar

Jun/11

CPRO CJ-3
Outlet Dwarka
PHQ Outlet

Jul/11
CAPRO CJ-4
Karkardooma
Delhi Police (PCR)

Exhibit 4B
TJs Product Quality

Aug/11
Outlet DHC
Outlet PUSA

Sep/11

Oct/11
Outlet Rohini
Outlet SAKET

14 of 18

IIMA/MAR0427
Exhibit 4C
TJs Products Sensibly Priced

Exhibit 4D
TJ Products are not available at Various Outlets

15 of 18

IIMA/MAR0427
Exhibit 4E
Channel preference to buy TJ products

Exhibit 4F
Why consumers prefer TJ over other brands

16 of 18

IIMA/MAR0427
Exhibit 5A
Retailers satisfaction with TJs sales

Exhibit 5B
Retailers satisfaction on the margin they are getting on TJ products

17 of 18

IIMA/MAR0427
Exhibit 5C
Level of awareness among consumers about TJ

Exhibit 5D
Delivery at retailers doorstep

18 of 18

IIMA/MAR0427
Exhibit 6
Vocational Training and Number of people (inmates)engaged in it in 2010

S. No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26

S. No.
1
2
3
4
5
6
7
8
9
10
11

Vocational Activities during the year 2010

Vocational Course
No. of Prisoners
Plumbing
171
Envelope Making/Paper Unit
224
Typing
15
Tailorng
665
Carpentry
732
Weaving & Embroidary
612
Computer
1513
Creche Training
8
Beauty Culture
23
Painting
172
Atta Chakki & Masala Chakki
38
Dhoop Bati Making
4
Bakery
133
Chemical
54
Pottery
2
Pickle Project
5
Shoe Making
102
Electrical [House Wiring]
20
Screen Printing
3
Bag Making
105
Herbal Packs
10
Hospitality
41
Gardening
9
Papad & Java
12
Automative Repair
19
Refrigeration & Air Condition
27
Total
4719

Short Term Training Courses during 2010

Trade
Male
Female
Automative Repair
38
0
Beauty Culture and Hair Dressing
31
0
Carpet
36
0
Fabrication
100
0
Garment Making
130
0
Printing
46
0
Refrigeration and Air Conditioning
76
0
Hospitality
120
0
Electrical
20
0
Construction
22
0
Wood Work
16
0
Total
635
0
Total Successful Trainees
627
0
Success Percentage
98.75
0

Source for all exhibits: Tihar Jail

Total
38
31
36
100
130
46
76
120
20
22
16
635
627
98.75