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 negative
impact like unemployment problem and increased numbers of population below

2
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
prominent way to create social value of some kind, and pursue that goal through
5
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

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

9
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 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.
10
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 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

11
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) Kaushlendra: Managing Director 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
PROJECT
IMPLEMEN TA 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)

Farmers

Samriddhii Grameen Kendra Samriddhii processing

Institu tio n al Retail outlets Samriddhii AC Mom and Pop

clients Green carts Kirana stores

End consumer

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 2013 March 2014 March 2015 March 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 -- -- -- --
As at 31st As at 31st As at 31st As at 31st
March 2013 March 2014 March 2015 March 2016
Assets
2 Current assets
a Current investments -- -- -- --
b Inventories 149,198 265,174 918,101 1,127,555
c Trade receivables 238,864 2,314,705 2,000,481 1,696,173

18
 d Cash and cash 2,637,821 64,333 120,977 444,931
equivalents
e Short-term loans and -- -- -- --
advances
f Other current assets 323,188 19,019 19,355 18,938
9,007,284 7,613,232 6,191,824 5,758,613
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 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

19
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 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
20
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
5.3 Age of Respondents

No. of Respondents

14, 23% 10, 17%

18-23
14, 23% 23-28
28-33
22, 37%
>33

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.

22
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.

23
5.5 Family type of the respondents

No of Respondents

27%

HUF
73% Nuclear

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%
12, 20%
2 to 5
30, 50%
6 to 9

14, 23% 9 to 13
above

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

24
5.7 Caste/Religion of the respondents

No of respndents

4, 7%
14, 23%
Muslim
22, 37%
OBC
SC/ST
20, 33%
Brahmin

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.

25
5.9 Language known by respondents

No of respondents

10, 17%
0, 0%
Hindi
english
50, 83% Both

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

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

26
5.11 Do you have your agricultural land

No of respondents

18, 31%

yes
41, 69% No

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, 11%
<1

10, 17% 1 to 3
36, 62%
4 to 5
or above

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

27
5.13 Where the land is irrigated or non irrigated

No of respondents

18, 30%

irrigated
42, 70% non irrigated

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

0, 0%

yes
No
60, 100%

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

28
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

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

29
5.16 Duration of your business( in (years)

No of respondents

11, 18%
25, 42% 1 to 3
8, 13%
3 to 5
5 to 7
16, 27%
7 or above

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
18, 27%
50k-75k
18, 28%
6, 9% 75k-1lakh
>1lakh

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

30
 5.18 From which of the following sources you availed finance.

No of respondents

2, 3%
6, 10%
0,4,
0%7% Government Rural Banks
14, 23%
Co-op Bank
Private finance
Family support
34, 57%
Savings
Others

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

31
5.19 Your Annual Income (approximate)

No of respondents

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

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

32
5.20 Employment opportunities created by your business

No of respondents

0, 0%
6, 10%
14, 23% 1 person
12, 20% 2 person
3 person
4 person
28, 47%
5 person
6 and above persons

Interpretation
3 person are mostly employed by most entrepreneurs.

33
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.

34
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.

35
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 
d. 5 acres and above 
9. Whether the Agriculture land is

36
 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 

37
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 

38
 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/-

39
 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

40
9. REFERENCES
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(accessed 7 February 2014).
Alvord, S.H., Brown, L.D. and Letts, C.W. (2004) ‘Social entrepreneurship and
societal transformation an exploratory study’, The Journal of Applied Behavioral
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Anjaly, B. and Bhamoriya, V. (2011) ‘Samriddhii: redesigning the vegetable
supply chain in Bihar’, Indore Management Journal, January–March, Vol. 2, No.
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Chandra, K.K. (2011) ‘Giving status to vegetable selling through an MBA from
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http://www.theweekendleader.com/Causes/565/learned- vendor.html.
Dacin, P.A., Dacin, M.T. and Matear, M. (2010) ‘Social entrepreneurship’, in
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Gupta, A. (2010) Supermarket on a Cart [online]
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February 2014).
Jiao, H. (2011) ‘A conceptual model for social entrepreneurship directed toward
social impact on society’, Social Enterprise Journal, Vol. 7, No. 2, pp.130–149.
Kaushlendra, K. (2013) Samriddhii, Revolutionizing D Vegetable Value Chain
[online]
https://www.changemakers.com/node306408/entries/samriddhiirevolutionizing-
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41
Knids Green Pvt. Ltd. (KGPL) [online]
http://www.knidsgreen.in/about%20us.html (accessed 7 February 2017).
NDTV (2011) This Patna ‘Sabziwala’ is an IIM-A Topper, NDTV, 2 February
[online] http://www.ndtv.com/patna-news/this-patna-sabziwala-is-an-iim-a-
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