Dissertation Project

On

“Rural and Social Entrepreneurship; Cases

from Bihar and Jharkhand”

Submitted in the partial fulfillment of the requirement

for two year (F/T)
MASTER OF BUSINESS ADMINISTRATION (MBA)
Programme (2018-20) of Gopal Narayan Singh University

Under the Guidance of submitted by

Mr. Kumud Ranjan Anand Raj Ojha
Assistant Professor Roll No-18MBA036

FACULTY OF MANAGEMENT STUDIES

NARAYAN ACADEMY OF MANAGERIAL EXCELLENCE,
GOPAL NARAYAN SINGH UNIVERSITY,
ROHTAS

JULY 2020
 DECLARATION

I hereby declare that this MBA thesis entitled “Rural and Social
Entrepreneurship; Cases from Bihar and Jharkhand” was carried out by me
for the degree of Master Of Business Administration (Agribusiness) under the
guidance and supervision of Mr. Kumud Ranjan (Asst. Professor), Faculty Of
Management Studies, Gnsu, Jamuhar (Sasaram).

The interpretations put forth are based on my reading and

understanding of the original texts and they are not published anywhere in the form
of books, monographs or articles. The other books, articles and websites, which I
have made use of are acknowledged at the respective place in the text.

For the present thesis, which I am submitting to the University, no

degree or diploma or distinction has been conferred on me before, either in this or
in any other University.

Place: Jamuhar ANAND RAJ OJHA

Date: March 2020 ROLL NO-18MBA036
PREFACE

Rural Development play an important role in the overall development of a country

like India, where the majority of the population lives in rural areas. "India lives in
its villages", said Mahatama Gandhi. Literally and from the social, economic and
political perspectives, the statement is valid even today and could well prove
prophetic even for years to come. Around 70 percent population of India is rural.
The nation's economy has been agriculture centered for centuries. This system
continues to be so even after the unveiling of the structural adjustment
programmes. Therefore, it can be said that Rural Development is the feature of
Indian economy. Without the upliftment of the vast proportion of > the rural
population, the objective of overall development of the country can not achieved.
The rural sector affects, directly or indirectly, almost all the economic activities in
the country and provide employment to the maximum number of people. It supplies
food for the survival of the entire population of India. It also provide input,
necessary for major industries of the India. A large part of revenue of the
Government is also generated from the rural sector. Rural Development is the key
area of focus in India. In order to develop India, the development of rural areas as
well as development of rural people come first. The period at present is the period
of development and rural development had always been the major concern of any
country. In order of development of the nation rural areas and rural society needs
special concern. For the economic development of a nation rural development as
well as rural social development are of foremost importance. India being welfare
state, views welfare of people as its foremost obligation. Rural development not
only deals with development of rural areas but also with the overall improvement
in standard of living such as fresh air, safe drinking water, shelter, good health
facilities 8ind livelihood for survival. India got backwardness, poverty, under
development, and unemployment, lack of adequate infrastructure facilities and
industrial base, poor helath, under production as ancestral property from Britishers
with independence. This was the reason that the task of rebuilding the shattered
economy and eradication of the poverty and upliftment of the standard of living
were very difficult tasks. Rural development is a holistic concept encompassing
both natural and human resource development in an integrated manner. It aims at
(1) increasing the opportunities available to all rural people in respect of health,
knowledge and skill development, income and participation in decision making, (2)
Creating a conducive environment in reducing social and economic inequalities and
conflicts and(3) Bringing all present and potential natural resources to most optimal
use, ensuring their conservation and development. India has the world's second
largest labour force of 516.3 million people and although hourly wage rates in India
have more than doubled over the past decade, the latest World Bank report states
that approximately 350 million people in India currently live below the poverty
line. With an estimated population of 1.2 billion people, this means that every third
Indian is bereft of even basic necessities like nutrition, education and health care
and many are still blighted by unemployment and illiteracy. Social entrepreneurs
can help alleviate these issues by putting those less fortunate on a path towards a
worthwhile life. Rather than leaving societal needs to the government or business
sectors, they can solve the problem by changing the system. The degree to which
social entrepreneurs pursue social impact as opposed to profitability vary, but in all
cases financial sustainability is fundamental. One approach is to create business
models revolving around low-cost products and services to resolve social problems.
The objective is to create a social benefit that is not limited by personal gain. Social
Entrepreneurship is the process of bringing about social change on a major and
more effective scale than a traditional Non-Governmental Organisation (NGO).
They differ from NGOs in that they aim to make broad-based, long-term changes,
instead of small-scale and time-limited changes. Furthermore, a NGO raises funds
through events, activities and sometimes products. However, raising money takes
time and energy, which could be spent in direct working and marketing processes.
Above all, Social Entrepreneurs consider the affected people as part of the solution
and not as passive beneficiaries. The present research work concentrates on the
case study of selected rural and social entrepreneurs in Bihar and Jharkhand. Here,
efforts have been made to study of phenomenon of becoming entrepreneur. .In the
paper, a review of related literature has been given. Research design, which deals
with need; scope; objectives; sample design; research methodology and limitations
of the study, has been presented in chapter thid. Here, the need and purpose of the
study and also the objectives of the present research work have been discussed.
This deals with the socio-economic profile and awareness among beneficiaries. An
analysis of the rural and social entrepreneurship cases are also discussed.
 ACKNOWLEDGEMENTS

I wish to sincerely thank all those who have contributed in one way or another to
this study. Words can only inadequately express my deep gratitude to my guide,
Mr. Kumud Ranjan (Asst. Professor), for her meticulous care, kindness and
generosity. Her fruitful comments and insightful suggestions have been a crucial
formative influence on the present study. He has supported me in every possible
way since the beginning of my research. His critical and careful reading of my
writing has saved me from a lot of errors. Without his guidance and
encouragement, my research would have never come out in the present form. I
have seen in his an unpretentious and devoted scholar. Furthermore, it has been a
memorable and enjoyable experience for me to work with him..

I wish to express my sincere gratitude to Dr. Alok Kumar, the Dean of the college,
for his incessant inspiration, expert guidance, invaluable suggestions, and, above
all, his moral support.

Finally, I sincerely acknowledge the courtesy of the authorities of libraries: GNS

University’s for their cooperation needed by permitting me access data and relevant
materials while carrying out the present research

Anand Raj Ojha

Table of Contents

Executive Summary...............................................................................................1
1. Introduction...................................................................................................2
2. Scope And Objective.....................................................................................4
3. Literature Review..........................................................................................5
4. Research Methodology..................................................................................8
5. Data Analysis.................................................................................................9
5.1 Case Study Of Samriddhi........................................................................9
5.2 Evolution of Samriddhii........................................................................10
5.3 Age of Respondents..............................................................................22
5.4 Gender of respondents..........................................................................23
5.5 Family type of the respondents.............................................................24
5.6 Family size of the respondents..............................................................24
5.7 Caste/Religion of the respondents.........................................................25
5.8 Martial status of the respondents...........................................................25
5.9 Language known by respondents..........................................................26
5.10 Educational qualifications of respondents.............................................26
5.11 Do you have your agricultural land.......................................................27
5.12 Size of land that you have( in (acre)......................................................27
5.13 Where the land is irrigated or non irrigated..........................................28
5.14 Are you first generation entrepreneur or not.........................................28
5.15 What is your business...........................................................................29
5.16 Duration of your business( in (years)....................................................30
5.17 What is your initial investment for this business?.................................30
5.18 From which of the following sources you availed finance...................31
5.19 Your Annual Income (approximate).....................................................32
5.20 Employment opportunities created by your business............................33
6. Finding.........................................................................................................34
7. Conclusion...................................................................................................35
8. Appendix.....................................................................................................36
9. References...................................................................................................41
 EXECUTIVE SUMMARY

This paper discusses the results of a study aimed at understanding the emergence of
successful entrepreneurs and owners of micro enterprises in Bihar and Jharkhand.
Based on three entrepreneurs drawn from different regions of Bihar and Jharkhand.
The paper examines the socio economic profile of the entrepreneurs, their
motivation for shifting becoming a social or rural entrepreneurs for
developmentand well being of the society, their approach in raising resource for
their entreprises and the factors that facilitated entry into village and social based
entrepreneur. The study identifies the motives behind becoming entrepreneurs and
identifies the challenges faced by starting these organizations. Recommendation s
as regard to promote rural and social entrepreneurship in Bihar and Jharkhand. The
study is supported by the primary and secondary types of data in which primary
data is gathered by structured questionnaire. The purpose of this research is to
closely interrogate and validate Samriddhii as a social enterprise which has its very
origin in Bihar, India. The intent and meaning behind this effort is to create enough
room and openings to enable the beggared and destitute sections of rural sectors by
creating the golden opportunities of self-employment which could enrich and
improve their life style and lead them to a sustainable level of livelihood. This case
study, which is a typical illustration and instance of social entrepreneurship at
work, tenders a tinge of proffer to countless people globally by providing a true
help by holding their hands irrespective of nationalities, cultures or other
discriminatory elements. In the first place, this brain child of Kaushlendra Kumar
has swept the shores of Bihar like a tsunami and became instrumental in changing
the lives of small time landless farmers and vendors, who were all hitherto been
living a life full of struggle. It provided an effective connectivity for them to the
mainstream market.

1
1. INTRODUCTION
Social entrepreneurship in terms of operation and leadership could be applicable to
non-profit organizations as much as for-profit social enterprises although in terms of
activities and legal entity they are very different.” Models for social
entrepreneurship in India are Social for-profit enterprise, non-profit and hybrid
model, which are discussed in detail in the following sections.In addition to the
above-mentioned models, other ways of creating impact in India are through
philanthropy and through Corporate Social Responsibiliy. India has been regularly
receiving global philanthropic money. Recently there has been a rise in local
contributions from wealthy individuals with short and long-term vision. A new breed
of high-net-worth individuals from the corporate sector is looking at investing
philanthropic money in the form of grants and impact investments. Currently
strategic philanthropy in India is still at a nascent stage.The practice of Corporate
Social Responsibility (CSR) in India still remains within the philanthropic space, but
has moved from institutional building (educational, research and cultural) to
community development. With the communities becoming more active and
demanding paired with global influences, CSR is becoming more strategic in nature
(i.e. getting linked with business than being philanthropic). By discussing a
company’s relationship to its stakeholders and integrating CSR into its core
operations, the impact needs to go beyond communities and beyond the concept of
philanthropy. This opens up big opportunities for the development sector to unlock
local capital for not only solving short-term social problems but also investing into
long-term social entrepreneurship. With the new Companies Act Bill 2013 every
company with either:
● a net worth of INR 500 crore (c.78 milion US$) or
● a turnover of INR 1,000 crore (c.157 milion US$) or
●net profit of INR 5 crore (c.783’350 US$) needs to spend at least 2% of its average
net profit for the immediately preceding three financial years on Corporate Social
Responsibility (CSR) activities.
Over 5 decades of independence of India and even after industrialization, the
agricultural sector till continue to be the backbone of our economy and our society
too. Other core feature of the agricultural workforce is that their share in total
workforce of the country is about 70 percent. One of the negative results the
agriculture workforce is that this sector is overcrowded as far as employment is
concerned. Again the continuous increase in population is definitely obscurity to the
rural development. Whereas urban migrations of the farm-workers also have
2
negative impact like unemployment problem and increased numbers of population
below poverty line. Entrepreneurship in rural areas is finding a unique blend of
resources, either inside or outside of
agriculture. This can be achieved by widening the base of a farm business to
include all the non-agricultural uses that available resources can be put to or
through any major changes in land use or level of production other than those
related solely to agriculture. Thus, a rural entrepreneur is someone who is prepared
to stay in the rural area and contribute to the creation of local wealth. Moreover the
economic goals of an entrepreneur and the social goals of rural development are
more strongly interlinked than in urban areas. For this reason entrepreneurship in
rural areas is usually community based, has strong extended family linkages and a
relatively large impact on a rural community.
Thus the rural entrepreneurship is a vital for rural economic development. There
are several reasons for the increasing interest in entrepreneurship especially in rural
regions and communities. ¨The rural entrepreneurs play important role in driving
local and national economies. The structure of rural economies is essentially
composed of small enterprises, which are responsible for most of the job growth
and the innovation. Moreover, small businesses represent an appropriate scale of
activity for most rural economies. ¨Traditional approaches to recruitment and
retention are just not working for most places, and states are looking for viable
alternatives which mainly include entrepreneurship. Rural entrepreneurs have
successfully diversified into or started new businesses in markets as diverse as agri-
food, crafts, recycling, leisure and health.
According to researchers, while rural communities need entrepreneurs in order to
revitalize their economies, entrepreneurs are dependent on the community for
access to capital and other professional services. Entrepreneurs and communities
are interdependent; the challenge for both lies in their ability to recognize the
other’s unique needs.

3
2. SCOPE AND OBJECTIVE
The objectives of the study are
 To understand the core benefits of rural entrepreneurship.
 To identify and analyze about various problems faced by rural entrepreneurs.
 To suggest the remedial measures to solve the problems faced by rural
entrepreneurs.
 To analyze the major challenges faced by rural entrepreneurship in Bihar and
Jharjhand
 To understand the need for managerial caliber to resolve the issues in rural
entrepreneurship.
 To study the basic framework of social entrepreneurship.
 To underline the role and responsibilities of social entrepreneurs.
 To list the challenges faced by social entrepreneurs in context.
 To give suggestions on problems and challenges faced by social
entrepreneurship.

4
3. LITERATURE REVIEW

Social entrepreneurship as a practice that integrates economic and social value

creation has a long heritage and a global presence.
The global efforts of Ashoka, founded by Bill Drayton in 1980, to provide seed
funding for entrepreneurs with a social vision (http://www.ashoka.org); the
multiple activities of Grameen Bank, established by Professor Muhammad Yunus
in 1976 to eradicate poverty and empower women in Bangladesh
(http://www.grameen-info.org); or the use of arts to develop community programs
in Pittsburgh by the Manchester Craftsmen’s Guild, founded by Bill Strickland in
1968 (http:// www. Manchesterguild.org):
Williams (1999) argued that interest in entrepreneurship as a field of study was
crucially stimulated by community leaders’ belief that entrepreneurship was a
defining trend of the 21st century. Similarly, we observe that the rise of scholarly
interest in social entrepreneurship goes hand in hand with an increasing interest in
the phenomenon among elites.
(Busenitz, West III, Sheperd, Nelson, Chandler, &Zacharakis2003).
Entrepreneurship played a significant role in economic growth, innovation, and
alleviating poverty. And awareness regarding entrepreneurship is needed. In many
of the developing countries is questionably the least studied. Entrepreneurship may
affect economic growth in various ways. They may introduce important
innovations by entering markets with new products or production processes.
Entrepreneurial phenomena aimed at economic development have received a great
amount of scholarly attention
(Alvord, Brown, & Letts, 2004; Boschee, 1995; Dees and Elias, 1998;
Thompson, 2002) Entrepreneurship as a process to foster social progress has only
recently attracted the interest of researchers). The development of social
entrepreneurship as an area for research closely resembles the development of
research on entrepreneurship itself. Social entrepreneurship as a social problem-
solving endeavour is emerging as a socially innovative business model for the
required social transformation and change in the whole world. Considering its
assumed potential for solving the social problems, the arena of S-ENT is receiving
significant attention from both scholars as well as practitioners globally.
(Peredo and McLean, 2006; Thompsonet.el., 2000)Social entrepreneurship is
exercised where some person or persons (1) aim either exclusively or in some

5
prominent way to create social value of some kind, and pursue that goal through
some combination of (2) recognizing and exploiting opportunities to create this
value, (3) employing innovation, (4) tolerating risk and (5) declining to accept
limitations in available resources.
(Ana Maria Peredo, Murdith McLean,2006). Entrepreneurship development in
rural areas will go a long way in boosting the overall economic growth of India.
Entrepreneurship refers to the act of setting up a new business or reviving an
existing one by taking advantage of new opportunities.
(Poonam Bakhetia and Bhupinder Singh Dhillon, 2017).The research analysing
the importance of entrepreneurship in economic growth is increasing across nations
(Mir Shahid Satar,2016) Social entrepreneurship is not a newer concept but the
positioning of the concept has risen to new heights in recent times. As government
of India has made CSR a more realistic responsibility than a mere formality,
corporates are now looking for their grater roles in helping the society in a way that
is both economically and socially beneficial. (Tripda Rawal, 2018).
E.D. Shetty (2002) documented a brief discussion of rural industrialization in the
prevailing economic situations and an overview of the kind of industrialization in
rural economy.
Kulawczuk (1998) argued that rural entrepreneurship occurs in economically and
socially depressed areas with inadequate infrastructure, economic stagnation, low
levels of education, low skilled workers, low income, and a culture not supportive
of entrepreneurship.
Leeds and Stainton (1978) defined micro entrepreneur as a person who initiate
production, takes decision, bears risks, involves, organize and coordinates the other
factors in their own prevailing rural conditions, economic structure, social
infrastructure and market forces. A.
Usha Devi (2004) explored the conceptual framework of rural area and rural
entrepreneurship and discussed the need for rural entrepreneurship in India and the
emerging entrepreneurs in the context of existing rural entrepreneurs in India.
B.K. Pandey (2005) examined the rural micro-finance as development initiatives
and rural entrepreneurship promotional tool. M. Balasubramanian (2004)
highlighted entrepreneurial ambitions, compelling reasons, and facilitating factors.
N. Namasivayam and S. Vijayakumar (2004) explored a complex and varying
combination of socio-economic, psychological and other factors. R. V. Rao (2007)
discussed about the strategy of rural development viz. improving the economic
6
conditions of the individual rural poor and investment to develop overall rural
economy to solve the problems of unemployment, underemployment and poverty.
Mohanty, S.K. (2009) explored the rural entrepreneurship through poverty
alleviation programs and recommended measures to boost up rural
entrepreneurship.
Shetty (2002) analyzed the changes in entrepreneurial attitude orientation and has
measured attitudinal characteristics of rural Entrepreneurs as a result of exposure
with various entrepreneurial development and promotional programs and activities
by different agencies and institutions. He views rural entrepreneurship as a pursuit
of opportunities existing in the rural areas without limiting oneself to the accepted
within the existing norms and confines of an organization.
Singh B Mnamboodiri K V N (2007) critically appraised the rural unemployment
in India and profiled the characteristics of rural entrepreneurs in India.
Singh Kuldeep (2010) documented that in the Indian context, rural
entrepreneurship is one of the best solutions to eradicate the rural evils like poverty,
unemployment and the problems/challenges faced by rural entrepreneurs in the
shape of easy availability of credit and finance, shortage of raw material,lack of
market knowledge and inadequate infrastructure & support system.

7
4. RESEARCH METHODOLOGY
The research methodology which is applied during the research study is
descriptive in nature The data collection of data is based on secondary and
primary basis and the research is strictly done to meet the objectives of present
research. The data which is furnished in the present study is based a structured
questionnaire and secondary data from various reports and studies. The sources
from where the data has been collected for the present study is listed below;-
 Reports of various industrial agency like CII, ASSOCHEM,FCCI has been duly
referred for the study.
 Research paper based on related topics has been taken for the inputs.
 Web resources related to the topic have been used for the information.

8
5. DATA ANALYSIS

5.1 CASE STUDY OF SAMRIDDHI

Kaushlendra’s dilemma
The land of Bihar, which has been blessed to be the ‘vegetable capital of India’ is
made up of the alluvial deposits gifted by the sacred river Ganges. Hence this
fertile part of the country is capable of producing vegetables in abundance (The
IIM Sabziwala, 2011). However, for lack of knowledge the farmers remained poor.
These landless farmers worked for big landlords as bonded labour and were
deprived of even the basic needs. They were treated badly as an unwanted part of
the society (Kaushlendra). Moreover, the ownership of land remains with the
landlords on paper. The poor farmers could not get advantage of the subsidies by
government and other benefits. Because of this the exploitative practices continued
unabated. The example of Gulabchand, who used to distribute his produce through
unorganised channels, is an example of the farmers’ community as a whole.
This typical informal channel from local mandis to consumer via city mandis,
agents, wholesalers and retailers yielded nothing but deterioration and wastage of
the perishable products (Figure 1). As a result, the farmers like Gulabchand fell
prey to these middle men who only enjoyed the profits of their hard work.
The story of Meena Devi is another example of those hardworking women who
would start their day early at 4 am and having done initial sorting, sell the produce
by road side under the pressure of civil authorities, police and the local mafia, thus
trying to finish of the vegetables at throw away prices (Chandra, 2011).

Figure 1 Traditional vegetable supply chain

Agents/Arhati
Producer Local level Mandi City Mandi

End consumer Retailer Wholesaler

9
 Source: KGPL
The above cited two examples are just a sample of an unprecedented exploitation
of the Bihar farmers, who for long time had been fleeced by the influential
landlords and the bunch of middle men and mafia. This is a very small depiction of
the plight of these farm workers, who worked hard and gained humiliation in
return.
Witnessing the drudgeries of farmers and street vendors in his hometown,
Kaushlendra was in a state of desperation to uplift the status of the people in Bihar.
He had several key concerns. He was in a dilemma as to How to connect the small,
marginal farmers and street vendors to the mainstream market? How to improve the
standard of living of the poor farmers? What to do to curb the exploitation of poor
and illiterate farmers? How to transform the lives and lifestyles of thousands of
farmers and vendors of Bihar? What kind of training to be provided to the farmers
towards market oriented farming? How to generate livelihood opportunities for the
rural or urban poor?

5.2 Evolution of Samriddhii

Kaushalya foundation (KF), the brain child of Kaushlendra, was founded in 2007
as a non-government and non-profit organisation to help and enhance the agro
industry in the country with an objective to conjoin with state, financial, academic
and market foundations. It also formed a concert of voluntary organisation and
research bodies who were already engaged in agriculture sphere with a view to
elevate the life standards of rural agriculturists and food sector people in a
contextual manner. Samriddhii has been the outcome of all these developments,
which came into being on 31st December, 2007 through Knids Green Pvt. Ltd.
(KGPL), which is registered as a private limited company under the Companies
Act 1956. It has been a team work of managerial brains from some of the top
business schools who had acquired a large amount of experience in the area of agri-
business and retailing. KGPL made its advent as a tiny outlet of pre-packaged farm
fresh vegetables, an idea never thought about ever. They had designed refrigerated
push carts for this unique selling methodology to ensure longevity of the produce to
consumer satisfaction. Thus came into being a new concept of vegetable supply
chain which helped to marshal in concentrating and consolidating this depolarised
vegetable sector of Bihar. Samridhii aims at delivering canonised and dignified
self-employment openings for the hitherto famished, destitute and indigent sections
of urban and rural population with a view to bulwarking a nourishing and nurturing
money earning and ameliorated quality of life. Samriddhii, a unique concept of
10
vegetable supply chain, focuses on mobilising and organising informal and
fragmented vegetable sector of Bihar. The goal of Samriddhii is to provide
opportunities for exalted self-employment for impoverished sections of urban and
rural population, safeguarding a sustainable livelihood, enriched environment and
improved quality of life for them.

Mission and vision

Mission statement
“To develop a model to increase income and generate employment at
the grass root level by an equitable and holistic development.”
Vision statement
“Professionalizing the informal trade channel of fresh farm produce
and creating gainful, dignified self-employment for the families
dependent on agriculture sector.”

Figure 2 Mission/vision statement

Source: http://www.knidsgreen.in
Social entrepreneurship: potential for transformation

The social entrepreneurship organisation (SEO) is a business of a different

orientation which being young age of the term, has already been discussed widely
in the politics, sciences and in press as well. The founders of such SEOs set social
priorities by implementing the well-known business principles in a new framework.
It aims at creating social influence by using innovative answers to resolve the well-
known problems (Dacin et al., 2010). Thus, the mounting advancement of social
uncertainties round the globe, however, has called upon the attention of certain
individuals to develop innovative ideas concerning the conception and actualisation
of social ventures. In today’s scenario, such social ventures have become more
visible in integrally addressing the social needs or enduring the inefficiencies
prevailing in the society to capitalise on social welfare (Jiao, 2011; Pirson, 2012).
It has been connoted by many researchers that social entrepreneurs are motivated
by their desire to have a social impact and to solve complex social problems
(Alvord et al., 2004; Shaw and Carter, 2007; Zahra and Dess, 2001). As rightly
11
quoted by Abu-Saifan (2012) a social entrepreneur is a “mission-driven individual
who uses a set of entrepreneurial behaviours to deliver a social value to the less
privileged, all through an entrepreneurially oriented entity that is financially
independent, self-sufficient, or sustainable.” Such social enterprises have the
potential for transformation of the welfare system, employment creation, social
cohesion and evolution of the third sector (Borzaga and Defourny, 2001).
Henceforth, Kaushlendra joined IIM-A for understanding the intricacies of
Agriculture business taking the vow to do something for the plight of farmers in his
state. He opted to shun the path of comfort and high pay for the uncertainty and
hardships (NDTV, 2011). Kaushlendra went back to his village to work for
ameliorating the lives of poor farmers in his native place. By setting up KGPL in
2008 as an integrated supply chain company, he has demonstrated the typical
characteristics of a pragmatic and social entrepreneur.
Simplified organisation structure
Kaushlendra is no ordinary social entrepreneur. He is the shining example of a
‘change agent’. He has been motivated by the singular mission to create social
value not for any personal benefit but for the greater public good. Very few,
possessing the limited resources, function relentlessly for the benefit of others with
a heightened sense of accountability. Further, it has adopted a no frills
organisational structure (Figure 3) in which the managing director heads only three
functional department (SANKALP, 2011) namely project management, operations
and HR department and Business department. KGPL was being managed by a
board of directors and advised by the professional advisory board, majority of
whom belonged to IIMs.

12
 Figure 3 Organisation structure

ADVISORY BOARD
BOARD OF DIRECTORS
a ) K a u s h le n d ra : M a n a g in g D ire c to r a ) Prof. P.K. Sinha: Professor of
b ) Anuj Kumar: Director Marketing, IIM Ahmedabad
c ) Dhirendra Kumar: Director b ) Capt. Pawanexhkohli: Principal
Consultant-Advisor at Cross Tree
Techno-Visors
c ) Prof. Vaibhav Bhamoria: Prof. of
CMA area, IIM Ahmedabad
MANAGING DIRECTOR
Kaushlendra Kumar

PROJECT OPERATIONS AND HR BUSINESS DEVELOPMENT

Navin Ranbir Gautam a ) Mrityunjay Kumar
MANAGEMENT
b ) Sumit Kumar Tripathi
AND FINANCE c ) Shashwat Gautam

SUPERVISOR Marketing
FINANCES

DELIVERY
Interstate trade
PR O JEC T
IM P L E M E N T A T IO N PROCUREMENT

Sales
Quality

Source: KGPL

13
Innovative three tier business model
Kaushlendra has been fully aware that zeal of a social entrepreneur must be
punctuated by a pragmatic business model. Accordingly, he adopted a three
pronged business setup (Figure 4). The Samriddhii Grameen Kendra constitutes the
foundation as it collects the produce from the farmers carries out primary sorting
and grading. The produce is then transferred for processing into packaged
vegetables to the Samriddhii processing centre; the packaged vegetables are then
delivered to institutional clients, retail outlets, Samriddhii AC Green Carts and
Mom and Kirana stores for sale to end consumers. The most important aspect of
Samriddhii’s business model is the fixation of company’s logo on the packages as a
mark of assurance of authenticity. All of these are the hallmarks of the background
of the trained professional which Kaushlendra is.
Figure 4 Establishment of Samriddhii supply chain components
 Samriddhii Grameen Kendra:

 The primary sorting/grading cum vegetable collection.

 Growers themselves become the partners.

 Centre for capacity building and act as agri-input centres.

 Samriddhii processing centre:

 Sorting/grading cum packaging cum distribution centre

 Storage space for 2–3 days

 Samriddhii AC Green Carts:

 Point of sales for vendors

 Become the owners of the carts

 Lower wastage of vegetables and risk free income

 Samriddhii packaged vegetables:

 Non-adulterate, pure, fresh and hygienic in nature.

 Better customer satisfaction and higher turnover for the vendors

Source: KGPL

14
 Figure 5 Business model (see online version for colours)

F arm ers

Samriddhii Grameen Kendra S a m r id d h ii p r o c e s s in g

I n s ti tu t io n a l Retail outlets Samriddhii AC Mom and Pop

clients Green carts Kirana stores

E n d c o n su m e r

15
Source: KGPL
Samriddhii demonstrates the introduction of ‘creative destructive process’
described by Schumpeter (1942). The model of Kaushlendra’s company combines
the front end and backend processes of a supply chain system. While procurement
of vegetables from small and marginal farmers in the poor villages of his native
state of Bihar does away with intermediaries, processing and packaging of the
produce by the company adds value to the product (Figure 5). Supply of vegetables
to vendors completes the process to the benefits of both the company and the rural
growers (Bank of Ideas and
Innovations: Government of India.http://www.ruralinnovations.gov.in/kaushalya-
foundation.htm). “Processing and packaging of vegetables meets the yardstick of
shifting economic resources from lower to higher areas of productivity for a greater
yield”, as advocated by Say (1971).
The unique feature of this model was that, it was owned by the Samriddhii
members and was managed by professionals groomed from within the region.
Samriddhii Grameen Kendra was capable of handling a vegetable volume of as
much as 8–10 metric tons a day and coordinated between rural farmers, urban
vendors and the final consumers.
Growth and innovations
Since its very onset Samridhii has seen a rocketed growth in the sales turnover
from a mere 75,000 INR (2007–2008) only three months to a whooping 8,550,000
INR in 2008–2009, which is 114 times. This encouraging trend has become a
launch pad for the company which has never looked back since then. They have on
record sales turnovers amounting to INR 34,668,020 (2014), 39,538,486 (2015)
and 42,585,256 (2016)
respectively.
These tables are sourced from the balance sheet and profit and loss account of the
company (Tables 1 and 2).
Headmost, dilated upon its business in four Bihar Districts viz. Vaishali, Nalanda,
Bhojpur and Patna, they had a chain of over 3,000 farmers accoutering vegetables
to the Grameen Kendra of Samriddhii. Resemblantly, some 500+ vegetable vendors
were reaping vegetables from the processing centers of Samriddhii (KGPL).
Subsequently, Samridhii setup its foot in Uttar Pradesh through ORVEM, a joint
venture between local partner of Uttar Pradesh and KGPL Seven districts namely
Sitapur, Hardoi, Unnao, Sultanpur, Rae Bareilly, Lucknow and Barabanki.

16
Figure 6 Samriddhii AC Green Carts (see online version for colours)

Source: Chandra (2011)

17
Table 1 Balance sheet
As at 31st As at 31st As at 31st As at 31st
March March March March
2013 2014 2015 2016
Equity and liabilities
1 Shareholders’ funds
a Share capital 2,000,000 2,000,000 2,000,000 2,000,000
b Reserves and surplus 76,498 –154,657 1,611,610 –1,658,829
c Money received -- -- -- --
against share warrants
2 Share application -- -- -- --
money pending
allotment
3 Non-current liabilities -- -- -- --
a Long-term borrowings 3,001,562 1,742,739 2,560,926 2,331,386
b Deferred tax -- -- -- --
liabilities (net)
c Other long- -- -- -- --
term liabilities
d Long-term provisions 1,867,670 1,659,331 1,232,538 947,387
4 Current liabilities
a Short-term borrowings 1,933,289 1,834,031 1,997,610 1,747,309
b Trade payables -- -- -- --
c Other current liabilities 128,266 531,788 12,360 391,360
d Short-term provisions -- -- -- --
9,007,284 7,613,232 6,191,824 5,758,613
Assets
1 Non-current assets -- -- -- --
a Fixed assets -- -- -- --
 Tangible assets 5,083,141 4,277,010 2,606,757 1,864,584
 Intangible assets -- -- -- --
 Capital work -- -- -- --
in progress
 Intangible asset -- -- -- --
under development
 Fixed assets held -- -- -- --
for sale
b Non current investments 500,000 500,000
c Deferred tax assets (net) 75,072 172,990 526,154 606,432
d Long-term loans -- -- -- --
and advances
e Other non-current assets -- -- -- --

Assets
2 Current assets
a Current investments
b Inventories
c Trade receivables
d Cash and cash
equivalents
e Short-term loans and
advances
f Other current assets

18
 Source: KGPL

Table 1 Balance sheet (continued)

Source: KGPL
The integrated vegetable value chains model ‘the Samriddhii model’ – a farm to
field model was recognised by National Horticulture Mission, Government of
India, which recommended it to the 28 states of India to adopt it.
Samriddhii model had been able to bring in various innovations in the existing
supply chain model including introducing Bamboo poly-houses, Pusa Zero Energy
Cool Chambers (PZECC), Integrated vegetable value chain and Samriddhii AC
Green Carts, to name a few. PZECC, a small storage structure for storing produced
vegetables, made up of bricks and sand. It uses simple technology and does not
require electricity to operate. Vegetable growers only need to sprinkle water on
sand to keep it wet to ensure cooling. ‘Poly house’ is another such product which
allows farmers to grow non-seasonal products and earning better incomes (Singh,
2014).
Economic development of Bihar
Kaushlendra is a supreme example of grit and determination of a highly educated
social entrepreneur who has used his academic inputs for transforming the lives of
illiterate farmers, vendors and others in his native state of Bihar. Being the native
of the state and the son of a farmer has given Kaushlendra a first-hand knowledge
of the difficulties faced by small and marginal farmers as well as vendors in plying
their vocation.
Convenience people centricity and professionalism are embedded into the business
model of Samriddhii. The entrepreneurial drive undertaken by the son of the soil
has made a cost effective yet economically beneficial social impact on the illiterate
and exploited farmers and vendors. Through his social entrepreneurship,
Kaushlendra has pushed the income levels and social levels of those engaged in
19
small farming. The company has given the once deprived section of the society a
sense of inclusivity in the management of the company. The farmers can now come
together at the platform of Kisan clubs to share knowledge about growing
profitable variety of vegetables. The vendors have been provided with AC
vegetable carts wherein the produce can remain fresh for a longer time period of up
to five days (Gupta, 2010). The customer can obtain fresh vegetables packaged
with a bar code at fixed prices with the option to return them if they found them to
be stale or of bad quality.
Middlemen are unique to any supply chain system. Samriddhii’s intervention
reduced the length of the chain and vanished the large number of intervening
intermediaries. It saves the farmers as well as the small retail vendors from the
exploitation by the middlemen. Let it be emphatically noted that traditional
vegetable supply chain has always been marked by the presence of large number of
middlemen who take away a greater part of the profits of the business.
Use of various innovations in the existing supply chain model that includes
Bamboo poly-houses, PZECC, integrated vegetable value chain and Samriddhii AC
Green Carts, etc. has reduced the cost of production.
According to The IIM Sabziwala (2011), this unique model of supply chain system
caters to the advantage of around 3,000 farmers from Patna and Nalanda districts
whereby some eight to nine thousand tonnes of vegetables are grown and sold
every month.
Samridhii not only generated and effectuated but also bettered, improved and
enriched employment occasions of Bihar women too. The illiterate females were
provided chances to engage themselves in activities like sorting, grading and
packing, which do not require any specialised education for obvious reasons. This
helped those so far ignored poor ladies to raise their living standards. This further
strengthened their skills as they could learn the use of electronic weighing and
packing machines. Some more responsible women were assigned the projects of
Poly houses. Samriddhii is able to provide direct employment to around 300 people
and has touched the lives of more than 6,000 farmer families in Bihar (akshay,
2013).
The farmers were enlightened about the environmental health of their farms by
dispensing the use of chemical fertilisers, pesticides and insecticides. Adoption of
such echo friendly practices provided the soil a new life and made it more fertile
and rich in terms of produce. The Ganga waters worked icing on the cake and
recharged, refreshed and restored the dropped fertility rate precipitating in

20
unforeseen growth in produce and leading the farmers to the realm of financial
prosperity.
Samriddhii and its competitors
Like any other business organisation, Samriddhii too faced both direct and indirect
competition. Direct competition came from the traditional vegetable supply chain
and from high profile business houses (Table 3). The indirect competition was
faced from ready to cook food market. Only in recent years, some big business
houses like Reliance, ITC, Godrej, Namdhari Fresh, Spencers, Food Bazaar, Wal-
Mart and Metro, etc. had entered this business as a back-end supply chain for their
retail or food processing business (Anjaly and Bhamoriya, 2011). These modern
outlets and supermarkets gave tough direct competition to Samriddhii in terms of
convenience, professionalism, lowering the wastage of the produce and quality of
the vegetables. Despite of strong competition, Samriddhii had an upper edge with
respect to being more people centric with positive social impact. The farmers
enjoyed inclusivity, a sense of being an integral part of the management at different
levels. Samriddhii had become the symbol of quality and quantity and ensured
minimum wastage of not only the vegetables but also, of human labour at the same
time (SANKALP, 2011). Samriddhii also faced indirect competition with the
companies making ready to cook food and packaged food like Delmonte, Morton,
Markfed and Panama, etc. Apart from the above stated fierce competitive scenario
with the modern outlets, Samriddhii still has several strategic advantages over these
players.
Future prospects
As a result of the government encomium and commendations for uplifting the
financial prosperity, social status, security aspect and life style of the farmers to
heights beyond expectations, Kaushlendra and team set out to explore tremendous
potential (Table 3) to expand this successful model to the whole of India.
Kaushlendra rightly believed in his mission to set free the poor vegetables growers
from the clutches of big landlords who would ingest the lion’s share of their
earnings thus leaving them to endure the desperation caused by such malice
practices. They also had some more questions which needed to be answered, such
as:
Would the Samriddhii model be commercially viable in the National and
International markets? Would they be able to market the vegetables and fruits
successfully internationally, while retaining their freshness? If so, what would be
the strategies needed and technology used in order to transport the vegetables from
Bihar to other parts of the country or to the international markets?
21
22
5.3 Age of Respondents

No. of Respondents

14; 23% 10; 17%

18-23
23-28
28-33
14; 23% >33

22; 37%

Interpretation
Most of the entrepreneurs are age between 28-33 years old, followed by the age
group above 33 which is 23% of the total respondents.

23
5.4 Gender of respondents

No of respondents

7%

masle
female

93%

Interpretation
Above chart shows dominance of male which is 93% of total respondents.

24
5.5 Family type of the respondents

No of Respondents

27%
HUF
Nuclear

73%

Interpretation
Above chart shows that most of respondents still live in HUF family .

5.6 Family size of the respondents

No of Respondents

4; 7%
2 to 5
12; 20%
6 to 9
30; 50% 9 to 13
above

14; 23%

Interpretation
Above chart shows that most of respondents have small family size of 2 to 5 which
is 50%.

25
5.7Caste/Religion of the respondents

No of respndents

4; 7%
14; 23% Muslim
OBC
22; 37% SC/ST
Brahmin

20; 33%

Interpretation
Most of respondents the respondents are OBC and SC/ST which of 22 and 0
respectively.

5.8 Martial status of the respondents

No of Respondents

10; 17%

Yes
No

50; 83%

Interpretation
Above chart shows that 83% respondents are married and have a family.

26
5.9 Language known by respondents

No of respondents

10; 17%
Hindi
english
Both

50; 83%

Interpretation
As this study belongs to rural areas so most of respondents know hindi language
and few know both English and hindi.

5.10 Educational qualifications of respondents

No of Respondents

4; 7% Diploma
14; 23% Primary school
16; 27% Degree
PG
Job Oriented
4; 7% 16; 27% No schooling
6; 10%

Interpretation
Above chart shows that most of the respondents have done job oriented and
diploma course for staring a business.

27
5.11 Do you have your agricultural land

No of respondents

18; 31%
yes
No

41; 69%

Interpretation
Above chart shows that most of the rural entrepreneurs have their own land to
start or run their business.

5.12 Size of land that you have( in (acre)

No of respondents

6; 10%
6; 10% <1
1 to 3
4 to 5
10; 17% 36; 62% or above

Interpretation
Due to land distribution issue in India ,most of the respondents have less than 1
acre land.

28
5.13 Where the land is irrigated or non irrigated

No of respondents

18; 30%
irrigated
non irrigated

42; 70%

Interpretation
Above chart shows that more respondents uses their land which are used for
irrigation before it.

5.14 Are you first generation entrepreneur or not

No of respondents

yes
No

60; 100%

Interpretation
Above chart shows all the 60 respondents are the first gen entrepreneurs .

29
5.15 What is your business

No of respondents
18
16
16
14
12
10 9
8
6
6 5 5
4 4
4 3 3
2 2
2 1
0
s S es es e y p ft ll p r
te
l
on rs
ed PD iti or ag ac ho ra ta ou rlo ti he
se tiv St ar m s i c
it
s g r a Ho rta Ot
/ ac al G ar i lo
r nd ru p yP o
er er Ph Ta Ha /f hel ut sp
til
iz iry n lf -
Be
a
an
Da e le Se Tr
F er /G ab
ry t
ce ge
G ro Ve

Interpretation
Above chart shows that most entrepreneur do dairy activities followed by grocery
store and vegetable and fruit stall.

30
5.16 Duration of your business( in (years)

No of respondents

11; 18%
1 to 3
25; 42% 3 to 5
8; 13% 5 to 7
7 or above

16; 27%

Interpretation
Most respondents starting business nearly in 1 to 3 years.

5.17 What is your initial investment for this business?

No of respondents

10; 15% 14; 21% <25k

25k -50k
50k-75k
18; 27% 75k-1lakh
>1lakh
18; 27%
6; 9%

Interpretation
Above chart shows that mostly rural entrepreneurs invest 50k and 1lakh to
starting a business.

31
 5.18 From which of the following sources you availed finance.

No of respondents

2; 3%
6; 10% Government Rural Banks
14; 23% 4; 7% Co-op Bank
Private finance
Family support
Savings
Others
34; 57%

Interpretation
It is clearly showed from above table that most have their family support for
starting and running their works.

32
5.19 Your Annual Income (approximate)

No of respondents

4; 7%
14; 23% Less than `25000/-
25000/- to `75000/-
`75000/- to `125000/-
24; 40% `125000/- to `175000/-
Above `175000/-
18; 30%

Interpretation
Yellow color is showing the most respondent annual income is 25k to 75k.

33
5.20 Employment opportunities created by your business

No of respondents

6; 10% 1 person
14; 23% 2 person
12; 20% 3 person
4 person
5 person
6 and above persons
28; 47%

Interpretation
3 person are mostly employed by most entrepreneurs.

34
6. FINDING

 Most of the entrepreneurs are age between 28-33 years old, followed by the
age group above 33 which is 23% of the total respondents.
 dominance of male which is 93% of total respondents.
 most of respondents still live in HUF family .
 most of respondents have small family size of 2 to 5 which is 50%.
 the respondents are OBC and SC/ST which of 22 and 0 respectively.
 83% respondents are married and have a family. most of respondents know
hindi language and few know both English and hindi.
 most of the respondents have done job oriented and diploma course for
staring a business.
 most of the rural entrepreneurs have their own land to start or run their
business.
 Due to land distribution issue in India ,most of the respondents have less
than 1 acre land.
 Most of the entrepreneurs are age between 28-33 years old, followed by the
age group above 33 which is 23% of the total respondents.
 respondents uses their land which are used for irrigation before it.
 all the 60 respondents are the first gen entrepreneurs .
 most entrepreneur do dairy activities followed by grocery store and vegetable
and fruit stall. rural entrepreneurs invest 50k and 1lakh to starting a business.
 most respondent annual income is 25k to 75k.

35
7. CONCLUSION

Rural entrepreneurship plays a vital role in the economic development of India,

particularly in the rural economy. It helps in generating employment opportunities
in the rural areas with low capital, raising the real income of the people,
contributing to the development of agriculture by reducing disguised
unemployment, reducing poverty, migration, economic disparity, unemployment.
Government should go for appraisal of rural entrepreneurship development
schemes and programmes in order to uplift rural areas. The rural development
programs should combine infrastructure development, education, health services,
investment in agriculture and the promotion of rural non-farm activities in which
women and rural population can engage themselves. Rural entrepreneurship is the
way of converting developing country into developed nation. Promotion of rural
entrepreneurship is extremely important in the context of producing gainful
employment and reducing the widening disparities between the rural and urban.
Monitoring rural development programmes by supplying right information at the
right time, providing timely and adequate credit and continuous motivation of
bankers, panchayat union leaders and voluntary service organizations will lead to
the development of rural entrepreneurship.

36
8. APPENDIX
QUESTIONNAIRE
1. Name of the Respondent
2. Age
3. Gender
a. Male 
b. Female 

4. Marital Status
Married 
Unmarried 
5. Languages you know (Either to speak or write)

a. Hindi 
b. English 

6. Educational Qualification

 Diploma
 Primary
 Degree
 PG
 Job oriented
 No schooling

7. Do you own agricultural land?

 Yes
 No
8. If yes, how many acres of land you own?
a. Less than 1 acre 
b. 1-3 acres 
c. 4-5 acres 

37
 d. 5 acres and above 
9. Whether the Agriculture land is
a. Irrigated 
b. Non-irrigated 
10. Are you a first generation entrepreneur?

a. Yes 
b. No 
11. Your Business is
a. Fertilizer / seeds 
b. Farm equipment 
c. PDS 
d. Dairy activities 
e. Grocery/General Stores 
f. Garments Shop 
g. Garage 
h. Kitchen / Utensil ware 
i. Pharmacy 
j. Shoe store 

38
k. Electronic goods 
l. Commission agents 
m. Sanitary goods 
n. Tailor shop 
o. Handicraft 
p. Vegetable / fruit stall 
q. Self-help group 
r. Beauty Parlor 
s. Goldsmith 
t. Blacksmith 
u. Carpenter 
v. Cycle repair 
w. Photographer 
x. Sweet stall 
y. Electric Shop 
z. Stationary shop 
aa. Flour mill 
bb. Telephone booth / PCO 
cc. Tea stall 
dd. Hotel 
ee. SSU 
ff. Dish Operator 
gg. Transportation 
hh. Others 

39
 12. Since how many years you are running this business?
a. 1-3 years 
b. 3-5 years 
c. 5-7 years 
d. 7 years and above 
13. What is your initial investment for this business?

a. Less than `25000/- 

b. `25000/- to `50000/- 
c. `50000/- to `75000/- 
d. `75000/- to `100000/- 
e. `100000/- an d above 
14. Your Annual Income (approximate)
a. From Agriculture
Less than `25000/- 
ii. `25000/- to `75000/- 
iii. `75000/- to `125000/- 
iv. `125000/- to `175000/- 
v. Above `175000/- 
15 From which of the following sources you availed finance.
Government Rural Banks
Co-op Bank
Private finance
Family support
Savings
Others
16. Your Annual Income (approximate)
Less than `25000/-
25000/- to `75000/-
`75000/- to `125000/-
`125000/- to `175000/-

40
 Above `175000/-
17.If yes, how many years of experience you have
a. 1-3 years 
b. 3-5 years 
c. 5-7 years 
d. 7 and above years 
18. Employment opportunities created by your business
1 person
2 person
3 person
4 person
5 person
6 and above persons

41
9. REFERENCES
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Gupta, A. (2010) Supermarket on a Cart [online]
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February 2014).
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42
Knids Green Pvt. Ltd. (KGPL) [online] http://www.knidsgreen.in/about
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43