Artificial Intelligence for Business

AI-LOOM

Final project report

Sarbani Mishra PGP/24/111

Shivan Gautam PGP/24/114
Shraddha Sachan PGP/24/115
Sourabh Kumar PGP/24/120
Tanay Kumar PGP/24/123
Annmaria Sunny PGP/24/130
Anshika Jain PGP/24/131
CS Karthik Baal PGP/24/137
Gundubogula Ramya PGP/24/147

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 Table of Contents:

Sr No. Content Page Number

1 Executive Summary 3

2 Motivation & Industry Analysis 4-6

3 Competitor Analysis & Market research 7

4 Marketing Plan 8

5 Operations 10

6 Workforce 13

7 Financial Plan and Analysis 16

8 Risk and Contingencies 19

9 Future Scope 20

10 References 22
 Executive Summary:
This Final Report seeks to explain how AI may be utilised in the Handloom industry's manufacturing and marketing. The
following issues are discussed after an explanation of the purpose for researching the Handloom industry:
● An overview of the handloom business, as well as the rationale for looking into the application of AI in this field
● A review of the sector, including current and potential rivals
● Market research and marketing strategy
● The manner in which the industry's operations would be carried out, both on the supply and demand sides
● Workforce planning - determining qualifications and hiring employees for various areas such as management,
sales and marketing, operations, finance, information technology, and technology.
● Financial planning - financing sources and uses, profit and loss predictions, income projections, and funding,
among other things.
● Identifying and analysing the risks associated with creating the industry, as well as the contingencies put in place
to address them.
As a result, this study provides a detailed business strategy for Handlooms.
 Motivation (Value Proposition):
The handloom industry is vital to the country's economy. Weavers all across the nation make a stunning range - Kanchipuram,
Pashmina, Eka, Muga, and so on. It employs approximately 65 lakh people, making it the second largest employer after
agriculture. With the advent of technology in recent years, the handloom business has continued to evolve. Businesses are
incorporating AI, Computer Vision, Virtual Reality, IoT, and other similar technologies to disrupt the existing retail
environment and gain a competitive edge. COVID-19, on the other hand, is unfolding in ways no one could have predicted.
The handloom industry's activities have been impacted by the uncertainties about viable drugs to combat this epidemic, as
well as the timeframe for vaccine availability.
Modern technologies such as artificial intelligence (AI) and the Internet of Things (IoT) have completely changed the
handloom business. The procedures have been automated, with AI executing human duties more efficiently and in a shorter
amount of time. Human intervention has been reduced to a bare minimum.
However, less than 5% of Indians employ AI-based modern technologies. Only 2% of businesses in the world utilise devices
that are less than 5 years old. The purpose of this report is to raise awareness about how AI can be utilised in the handloom
business.
AI can be used in each step of manufacturing, from the blow room through carding, drawing, lap forming, combing, speed
frame, ring spinning, winding, conditioning, and packaging. The AI-based control panels establish all of the necessary
manufacturing settings with minimal human interaction. This has not only sped up the process, but it has also improved
quality and reduced costs.
Artificial intelligence (AI) marketing makes automated judgments based on data gathering, analysis, and further observations
of audience or economic patterns that may influence marketing efforts. AI is frequently used in marketing campaigns when
speed is critical. AI technologies learn how to effectively connect with consumers based on data and customer profiles, then
offer them personalised messages at the correct moment without the need for marketing staff intervention, guaranteeing
optimum productivity. AI is being utilised by many marketers today to supplement marketing teams or to handle more tactical
jobs that require less human subtlety.Hence, we will explore how AI marketing can benefit the handloom industry.
We will be focusing on marketing and manufacturing of handlooms using AI.
 Industry Analysis:

Being one of India’s oldest industries, the handlooms sector in India is a highly regarded domain but it is behind in its
techniques and has been outpaced by the fast fashion industry. Adoption of technology, specifically AI and ML based
solutions, is relatively scarce, with a few use cases in the textile industry.

The domestic textile and apparel industry in India is estimated to reach USD 100 Billion by 2016-17 from USD 67 Billion in
2013-14.The industry is sensitive to economic changes. For example, inflation would reduce the purchasing power of
consumers which in turn would reduce sales of products like hand woven material and apparel which are non-essential. Black
swan events like the COVID pandemic too has affected the industry via multiple channels.

Major platforms that sell ethnic wear include Craftsvilla and Okhai. Other start-ups in this industry include Pickmycloth,
Inde’loom, Karagiri, Byloom, Thoomri and Yes!poho. tech giants like Amazon, Microsoft and Tata Consultancy Services
have forayed in this domain by providing AI based solutions that support the designing process in handlooms. These solutions
are aimed at increasing design opportunities for SMEs, to produce as per needs of the current market, which would in turn
spur demand and revenue.
 PORTER’S FIVE FORCES ANALYSIS:

· Threat of new entrants

Setting up a platform for customers and weavers involve low capital costs. However, strengthening the support
offered by the platform requires higher amounts of investment and highly skilled developers which acts as a barrier to
entry. With the existence of multiple players with fragmented market shares, new players can enter with ease. Here,
differentiators would become crucial in success.

· Threat of substitutes
Large ecommerce websites like Myntra would represent imperfect substitutes for dedicated platforms to weavers as
envisioned.

· Bargaining power of buyers

With relatively low switching costs, buyers/customers have considerable bargaining power given the abundance of
substitutes in the market.

· Bargaining power of suppliers

The bargaining power of suppliers is dependent on the number of weavers and the extent of differentiation that exists
between their products. Given the numerous platforms existing today and the considerable number of weavers in the
country, the bargaining power of the latter would be considerable.

· Competitive Rivalry
Low fixed costs in relation to setting up platforms are offset by high labour costs in relation to the need for skilled
developers. Policy barriers do not exist, given the Indian government’s support for any business that promote
MSMEs.
 Competitor Analysis:

Multiple players currently operate within the industry including small start-ups and well established companies. While the
latter enjoy a larger market share, there is a paucity of platforms that provide holistic support to handloom MSMEs.

Craftsvilla is a well-established ethnic wear seller. They use an online marketplace that consists of weavers, designers and
retailers all over India. Craftsvilla directly connects weavers with customers, at a global level, thus removing middlemen.
With around 25,000 artisans and designers with sales of over 4 million products, the company is currently valued at $300-500
million. Furthermore, the company has tied up with the Ministry of Textile, Government of India for e-marketing handloom
products from small weavers.

‘Champions’ is a new technology platform launched by the Government of India developed to support MSMEs. ‘Champions’
stands for Creation and Harmonious Application of Modern processes for Increasing the Output and National Strength. The
platform incorporates a system of control rooms and will integrate the use of AI, ML and data analytics to better support
processes for MSMEs. ‘Champions’ is aimed at grievance redressal and resolution of problems related to finance, raw
materials, labour and regulatory permissions. The major focus of the programme would be to expedite operational assistance.

Pickmycloth is a Hyderabad based start-up that directly connects weavers and artisans with customers wherein the former can
decide the selling price. The ecommerce platform started with the handloom clusters in Telangana and Andhra Pradesh. The
company has numerous revenue streams including B2C, B2B, bulk sale and has also adopted a transactional model that
involves charging a fee from customers. Weavesmart is a similar online store that sells handlooms from across India.

Another player in a related field (not strictly related to provision of digital platform) is Microsoft. The company developed
‘Ruuh’ to enable handloom weavers in creating design patterns with the use of neural networks by inputting pictures and
colours. Contemporary designs were thus generated that better catered to the market demand. This product was developed to
enhance the marketability of traditional products like handlooms.

Along similar lines, TCS introduced the Handloom 4.0 which is a cloud technology platform powered by AI that helps design
handloom fabrics. The Handloom 4.0 adopts an agile design and production process and is deployed via cloud. This end-to-
end digital platforms helps strengthen the ecosystem formed by weaver enterprises and retail chains by improving efficiency
and reducing response time to requests from customers.
Marketing Plan
Go to Market Strategy:

● Building a self supporting artisans community

Supply side: Artisans & Weavers ● Creating a social media group to connect and interact
with customers
● Hiring of local translators to talk to artisans ● Providing financial support in the initial phase until
 they could earn from the sales
● Sharing customer insights obtained using
AI, suggests good design for artisans to
build on
Demand Side: Customers
● Digital media such as facebook, instagram
to advertise
● On special occasion limited items in store
● Connecting customers to artisans so they can interact
directly by use of social media groups
● Positioning as platform to empower Desi artisans
● Email marketing: personalized messages to their
inboxes showing goodies
● Spreading stories of individual artisans life and
their struggles
● Customized clothing

Marketing Plan II: Deploying AI technology in designing the patterns of handlooms to the weavers and artisans
Product
Our software introduces a modern twist into the traditional handloom forms like Ikat and blocks print. It provides local
artisans and weavers with a variety of AI-generated aesthetic designs. The software helps the weavers to produce
contemporary patterns through traditional methods. We use artificial intelligence to produce new design patterns, themes, and
color combinations. We use a pruning model to separate the bad designs from the good design by training the model with the
sample handloom images. The target segment of the traditional handlooms can be diversified as the AI-generated designs are
based on contemporary styles. The AI-generated, modernized versions of these things will fare far better than their traditional
counterparts as the blending of colors and shading effect was inspired by natural images. This AI-led approach could improve
the marketability of the product
Price
The customers of our product are artisans and weavers. As they are price elastic, we propose a value-based subscription
model. Our services would assist them by increasing the customer base and revenue through recommendations of AI
software. We'd use a value-based pricing approach based on how much customers value our products. The pricing is
determined by taking into account rival prices, additional features in our product, and the value we bring to our clients.
Place
The artisans and weavers interested in using the AI prescribed patterns will first contact the company through its website.
Clients would be engaged online, with the actual conversion taking place offline after the terms and conditions were discussed
and negotiated. We can also attend to any crafts fairs, handloom fashion shows, exhibitions, or technology conferences where
our potential customers might be present.
Promotion

The software can be promoted through direct selling and marketing when a buyer has expressed interest in our offering via
the internet or by contacting us. This would comprise meeting with the customer and explaining our services, use cases,
previous clients, and successes, as well as the possible influence on their operations. With Google Search Engine
Optimization and Ads, online marketing would be effective in this situation. We also intend to use affiliate marketing to
promote our items in front of the right people. While attending handloom craft fairs, fashion shows, and exhibitions, our
customers would be more responsive to ideas. Email marketing is less expensive and more effective, and it would help us
increase our reach quickly.
The communication message would be around transforming the lives of weavers by reinventing the traditional handlooms
deriving economic value from a larger target segment of customer
 Operations

Supply Side
AI can be used to improve supply chain management on the supply side, such as in retail chains'
warehouses and storage facilities. AI would help merchants estimate consumer demand, manage
supplier backorders, and optimise inventory levels by converting acquired data into trends and
predictive models.
With AI in inventory management, the following duties can be totally automated: • Real-time inventory
information

• Analyze sales, trends, and demand forecasts

• Identify and correct any inconsistencies in the supply chain as soon as possible
• Avoid stock-outs
• Time-saving automated stocktakes to replace manual stocktakesApart from this, certain tasks can be
automated with the help of AGVs (Automated Guided Vehicles). Also, AI-powered robots can be
used for sorting, packaging and retrieving items.

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Demand Side
On the demand side, the goal is to make the shopping process easy and automated at
retail outlets where customers go to buy things off the shelves. The automated AI system
will be built on computer vision, sensor fusion, deep learning, intelligent cameras, and
RFID. The following is the ideal client experience:

 The customer swipes his credit card/scans the code at the turnstile on the
store's entrance gate/swipes the retail brand store's loyalty prepaid payment
card
 The store would include enormous video walls, digital interactive screens
with information resources and functions like product comparison and
availability, among other things.WiFi marketing i.e. the customers who
connect to the complementary store WiFi will get access to limited-time
offers and coupons.
 When a customer picks up a product, it is added to his virtual cart. Although
taking items off the shelf and putting it back later isn’t an issue.
 Facial recognition cameras would detect any unusual activities.
 The customer can leave the store once they are done and the products will be
billed directly to their credit card/ any other payment method they chose with the
receipt being sent to the email address which they would provide when they visit
the store for the very first time.

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R&D activities
AI-based automation has the potential to revolutionise the retail industry, but it will require
the most cutting-edge inventive ways and technology to succeed, which will necessitate
higher R&D spending. The R&D tax credit (which allows for a credit of up to 13% for
spending on new goods and processes) is a motivator for businesses to invest in R&D. For
future R&D activities, keep the following criteria in mind:
 AI based automation in warehousing has a long way to go and there are a lot of
activities which can be automated which could revolutionize the economies of
labour and capital intensive activities
 R&D activities to complement human labour and increase their efficiency will be taken up
 The technology involved should be made cheaper so that the scope of
implementation can be widened from supermarkets to small shops
 The Workforce: Management Team & Personnel:

Management Team
Board of Directors
The CEO will be a member of the board of directors and will be accountable for driving the
company's purpose. He'll also help brand makers and merchants get the services and tools they
need to sell their products online. Vice President Product Management and Vice President Sales
and Marketing are also on the board. It will also have one independent member who is neither a
shareholder nor a corporate employee.

Key employees
 Chief Financial Officer
Roles and responsibilities include maintaining financial reporting and
administrative tasks in accordance with accounting standards. Creating
methods for evaluating and monitoring project budgets so that expenses
may be correctly projected. Coordination with stakeholders in order to
have business requirements approved. Providing project management
support by managing budgetary and financial controls operations.
Skills required: Strong computer and analytical skills with spreadsheets,
accounting software, and financial analysis, as well as good
communication and interpersonal skills.
Previous experience: At least 4 years of finance management experience
is required. The prior organization's behaviour and conduct will be
highly significant, and will be a factor in determining incentives,
remuneration, and bonuses.
 Vice President, Sales and Marketing
Roles and responsibilities include introducing new goods to the market
and marketing current brands. Creating marketing strategies,
recognising market trends, and comprehending client needs. Overseeing
daily sales, forecasting, and monitoring in order to have a better
knowledge of the market.
Skills Required: salesmanship Planning, sustaining client relationships,
positioning, competition analysis, product creation, marketing concepts,
and personnel management are all things that need to be considered.
Experience in sales and marketing for at least 3-5 years is required. The
prior organization's performance should have been exceptional, and the
employee must have followed the company's processes and standards.

 Vice President, Product Management

Management of activities connected to the production of services and
commodities is one of the roles and duties. Direct duties will be
assigned to planning, design, control, operations, and strategy
formation. Interacting with managers from other domains who are
involved in operations will fall under the category of indirect duties.
Awareness of operations management, strong communication skills,
leadership ability, knowledge of organisational effectiveness, and solid
 decision-making abilities are all necessary. Developing and putting in
place operational policies and procedures.
Experience in project and operations management of at least 3-4 years is
required. In the prior organisation, you should have done a great job of
simplifying and controlling operations.

 Human Resources Manager

Roles and responsibilities include hiring, firing, promoting, and
transferring workers in accordance with company rules and procedures.
Educating candidates about their perks, tasks, obligations, and
opportunities for advancement. Addressing and resolving employee
concerns such as harassment claims and work-related complaints.
Effective communication skills, cross-cultural fluency, performance
management, diversity assistance, human resource management, and
personnel classification are all necessary.
Previous experience: Minimum of 3-4 years in employee and labour
relations. Should have been able to effectively manage responsibilities
in prior companies

Advisory Committee:

Vice President of Product Management and Human Resource Manager will be on

the team. It will include recommendations for client retention, expansion, and
acquisition. It will make recommendations to the firm on how to expand customer
connections, start new businesses, and create a plan for entering untapped areas.

Reporting and Line of authority: All board members will be instructed by the
company's CEO. All divisional heads will report to the CEO, while staff working
in specific domains will report to vice presidents or officers in higher positions.
The Human Resource Manager will report directly to the company's CEO. Internal
disputes inside the organisation will be reduced thanks to the reporting hierarchy.

Corporate Social Responsibility (CSR): The company is dedicated to its CSR

efforts by using sustainable supply chain standards. It is committed to making a
good impact on its brands, society, and workers. Making packaging recyclable and
reusable reduces the supply chain's carbon impact. The implementation of a
tagging system in packaging will aid in effective sorting, which is necessary for
recycling the materials used in the supply chain.
Personnel Plan:
Personnel Plan Year 1 Year 2 Year 3

Production Personnel
VP Product
Management 200000 220000 242000
Store Employees 100000 110000 121000
Others 20000 22000 24200
Subtotal 320000 352000 387200

Sales and Marketing

Personnel
VP Sales and Marketing 170000 187000 205700
Others 50000 55000 60500
Subtotal 220000 242000 266200

General and
Administrative
Personnel
CEO 350000 385000 423500
Admin Staff 200000 220000 242000
Others 10000 11000 12100
Subtotal 560000 616000 677600

Total People 14 15 17
Total Payroll 1100000 1210000 1331000
 Financial Plan & Analysis:

Sources & Uses of funds:

The aim of the firm is to raise funds from venture capitalists and private equity firms. With
the progression of the business, debt can be raised after establishing creditworthiness. The
capital structure would be in-line with the peers like Okhai and Craftsvilla. The company
can also be taken public some years down-the-line.

The major investments would be made in recruitment, software development, marketing

and customer acquisition in the initial years. In the future, the major consumer of funds
would be activities related to software maintenance and personnel. Since, a marketplace
model is followed, no major investments would be required in storage and maintenance of
inventory.

Revenue Model:

The firm provides a platform for the weavers and artisans to connect with the customers.
Accrual accounting would be utilized for the firm with B2B (artisans and weavers as
clients) and B2C (consumers) lines being the chief sources of revenue.

For B2B business segment, the services would be provided on a subscription basis with an
option of also using the service one-time for a fees.

For B2C, a commission would be levied on each product sold. The commission would be
around 25% which is inclusive of the shipment cost. This is in-line with the peers like
Craftsvilla.

Revenue projections:

B2B

As per the 4th All India Handloom Census (2019-20), there are 26,73,891 handloom weavers and
8,48,621 allied workers in the country. Assuming, we acquire approximately 0.1% of the total i.e
3,000 weavers on the platform in the first year and growing the acquisition by 10% in the first year
and decreasing the acquisition rate to 5% till the 5th year.

Given that, an average weaver earns approximately Rs 5000 per month in India, the subscription
charges can be kept at Rs 2999 per year.
B2C

Assuming, an average earning of Rs 5000 of a weaver to occur through the platform and a growth in
earnings of 10%. Further, charging a commission of 25% on each order, the revenue can be
calculated as below.

C ash flow projections:

Since, the firm has a presence in a niche segment, the first task would be to educate the
artisans and customer acquisition. As the number of artisans and consumers grow, the
network effect would lead to a higher growth rate after a few years. While, initial customer
acquisition would lead to high cash outflows, the cash flows are expected to stabilise and
become positive after a few years.

Further, the cash flows are expected to be relatively stable for the B2B business segment
as compared to the B2C segment. This is because, the services provided by the platform to
the artisans would be on a subscription basis with one-time free trial for a month.
However, the cash inflows from the consumers are likely to fluctuate as it directly depends
on the volume of designs.

D epreciation / Amortisation:

The primary asset for the firm is the software platform. Using IFRS, the research costs for
the software would be expensed as incurred. The development costs would be amortized
over the life of the software. Here, straight line method or declining balance method can be
used.
Break-even analysis:

The break-even analysis can be done separately for the two business segments:

B2B: Since, the revenue from this segment is expected to be relatively stable, the payback
period is expected to be sooner than B2C.

B2C: With competition from large competitors like Amazon, pumping in money for customer
acquisition can lead to a relatively longer payback period.
 Risk & Contingencies:
The main risk is the loss of customer confidentiality. This brings the risk of hacker attacks and the
disclosure of important customer data. Data such as customer security codes, conversations in the
store, purchase history, and customer data are at risk. The current requirements are due to the
pandemic, and there is a risk of obsolescence. Artificial intelligence is causing unemployment in
the retail industry and raising concerns about unemployment in the country.

Market Risk Competitor Risk

● The market is not yet mature enough
to generally accept AI in everyday
life.
● The need for the product is there, but it
takes time for consumers to adapt.
● The original shopping experience for
customers is impaired.
● The challenges of integrating AI
severely dismiss retail store owners.
Technological Risk
● The use of the product may become
obsolete after the pandemic subsides.
● Ability to adapt other retail stores and
new technologies to current
● advances in technology are driving
dramatic changes in technology usage
● Retail owners are severely denied
the challenges of integrating AI.
● Competition grows with market development.
● The basis of competition could change
with technological progress
● Adaptation of AI by retailers with the help
of automation technology companies
Execution Risk
● Onboarding Employees to Understand
Working with AI Technology
● Customer reluctance to use AI
projects consumer loss onto retailers.
● Training, maintenance and activation of
resources that correspond to the skills
required for AI systems

Capitalization Risk
● Awareness of the untapped potential of AI in the country and the ability to adapt and integrate
AI technologies
● The cost of failure is much higher in India as failure to try bold innovation means a loss of face as
society does not forgive
● Investors can't invest in AI or technology, but they can invest in companies or projects in the industry.
● Government-sponsored companies are the main competitors of our business plan as they attract
the maximum number of investors due to their greater scope for execution and their success.
 Future Scope
Without question, AI is the world’s future. Still, much study needs to be done to comprehend the
similarities between human and computational systems and build technology to bridge the gaps that
machines cannot perform in a human-like manner. The current state of AI technology is
insufficient, and genuine creative works still require human supervision and input.

Handloom designers may undoubtedly benefit from current technology in producing

repetitive and aesthetically pleasing artworks. The scope of handicraft innovation is primarily
determined by how artists view it and how customer preferences change. Improving technology on
the demand side has the potential to address concerns such as awareness, outreach, sales, and
marketing, but Handloom industrialists should pay equal attention to supply-side challenges, such as
design, co- creation, strong handholding, and enterprise management. MSMEs that embrace
artificial intelligence in the early stage will reap the benefits of a variety of operational capabilities
and gain a competitive advantage. For such MSMEs, using AI will be critical, but owners will need
to be future-focused and ready to tap into cutting-edge technology.

Few areas to focus in future to gain competitive advantage are:

● Intelligent Clothing: AI is likely to be used by the Handloom industry in the future to

produce additional breakthroughs, such as intelligent clothes. Smart clothing is made up of
sensors and integrated technologies that use biometrics to track our body and health.
Furthermore, this technology will aid in the self-detection of irregular heart rhythms, and
therefore continuous monitoring may aid in the diagnosis of heart-related diseases.
Artificial intelligence will undoubtedly play a key role in reinventing this
sector by boosting company growth and introducing sustainable fashion in the future
years. These artificial intelligence applications will aid in the transformation of new
commercial opportunities. Fabric quality is critical for sustaining industry value and
should not be compromised.

● Marketing: One of the most important artificial intelligence benefits is a marketing

automation system that can use machine learning to improve consumer targeting, create
more precise communications, and draw conclusions based on their actions. AI-based
marketing improves marketing efficiency by directing efforts to the proper clients.
● Fabric and Pattern Assessment: With the help of neuro-fuzzy yarn prediction, AI can be
utilized to anticipate fabric qualities before manufacture. Weaving, knitting, braiding, and
other phases of patterns that exist. Artificial Neural Network (ANN) approaches can be
used to detect defects in fabric inspection.
● Fabric Grading: Machine learning has enabled a more objective fabric grading procedure
with more consistent outcomes in the textile sector. Fabric weave fineness, strength, and
staple length can be properly assessed using an artificial neural network.
● Customer Engagement: Organizations can use an automated chat platform to scale their
customer engagement and experience while freeing up staff for more vital client
engagements. It enhances consumer engagement, which raises the chances of generating
more income and retaining customers. AI software helps businesses learn their customers’
demands, assess their purchase patterns, and expand their service offerings to provide
relevant rewards and offers. AI can organize client inquiries in addition to reacting to
individual

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 consumer queries utilizing a database of impressions. Customers that expect a quick
response to fundamental questions will benefit from this strategy.
● Patterns: AI-based technique that enables automated pattern making. It assists designers
in designing basic pattern structures by supplying 3-D models of cloth and designs,
making visualization easier.
● Supply Chain and Merchandising: AI can help automate the transportation and packaging
for the textile industry through RPA, ML etc. Merchandising can use AI to a great extent in
personalizing customer’s experience, tracking consumer’s behaviour, predicting market
trends etc. AI-enabled technologies like NLP, virtual assistance etc., help in effective
communication between the manufacturers, production endpoints, retailers and consumers.
NLP, virtual assistance, and other AI-enabled technologies aid in successful
communication between manufacturers, production endpoints, retailers, and customers.

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 References:

http://handlooms.nic.in/writereaddata/2534.pdf

https://www.nabard.org/demo/auth/writereaddata/File/OC%2022.pdf

https://www.researchgate.net/publication/331673076_Handloom_Industry_of_India_A_study_on_its_
market_trend_and_sustainability

https://www.linkedin.com/pulse/ai-bots-changing-course-handloom-weavers-irina-ghose/

http://www.businessworld.in/article/AI-The-Future-Of-Textile-Industry/12-04-2021-386275/
 INDIVIDUAL CONTRIBUTION
1. Executive Summary - Shraddha 
2. Motivation (Value Proposition) - Shraddha
3. Industry Analysis - Annmaria Sunny
4. Competitor Analysis - Annmaria Sunny
5. Market and Marketing Plan (GTM) - Ramya , CS Karthik
6. Operations  - Sourabh
7. Workforce Planning and Projections - Sarbani
8. Financial Plan and Analysis - Anshika
9. Risks Contingencies - Tanay
10. Future Scope - Shivam
11. References- All

PGP/24/111 : Contributed in Choosing the project and ideation of using AI for handlooms after multiple group
meetings to decide the scope of the business, milestones and time frame for the proposed plan. The weaver
community is marginalised and largely unorganised, the proposal has a detailed plan to organise them and also
introduce technology for maximising output along with leveraging Government schemes. Planned the workforce for
the board of directors, mid-level executives, tech personnel and most importantly the artisans. Followed up with the
personnel projection plans for next 3 years.
PGP/24/114 : Analyzed the future scope of AI in the handloom industry, studied ongoing research on AI
implementation in handloom sector and collated areas to focus on in the future to gain a competitive advantage.
PGP/24/115 : contributed in multiple group meetings to collectively decide on the topic, workflow of the report and
headings that should be covered. 
Formulated Motivation (value proposition) for the report at the beginning to shape the structure. Helped in building
Workforce Planning - responsibilities and key skills for different job roles. Once the report was completed, compiled
them together to frame the Executive Summary. 
PGP/24/120 : Analysed the Supply chain side of the proposed solution. Critically devised the strategy for the supply
side as well as the demand side to match the requirements given by the team to market the products. Contributed in
various meetings and had meaningful brainstorming sessions regarding the strategy. Also planned the R&D strategy
so as to continue supporting the VOC and facilitate agile methodology.
PGP/24/123 : I contributed to multiple group meetings and as the Handloom market mainly is unorganized and not
much into technology, I covered the Risks and Contingencies that this retail community would/may face during the
integration of Artificial Intelligence in their processes and operations. I studied and covered most of the risks involved
throughout the workflow, starting from the operations until the implementation, and listed all the topics separately to
prepare a detailed overview.
PGP/24/130: Contributed in choice of project topic and deciding scope of the same. Compiled industry analysis,
spanning both handlooms and e-commerce sectors, as well as competitor analysis. 
PGP/24/131: In addition to contributing to multiple team meetings and collectively deciding upon the topic,
workflow and topics to be covered in the report, I also contributed to the financial analysis part of the project. From
first deciding upon the sources and uses of the funds to establishing a revenue model, I finally was able to make the
revenue projections. Revenue projections in the report are based on secondary research of the Indian handloom
industry and various suitable assumptions. Further, cash flow analysis, depreciation/amortisation and break-even
analysis was also done.
PGP/24/137: Contributed by crafting a go to market strategy for the product and came up with ideas to capture both
supply and demand side of the market.
PGP/24/147: Contributed in the marketing plan of the proposed solution. Contributed in ideation process during the
group meetings. Designed the solution for the B2B market which involves deploying the AI technology in creating
designs patterns of handlooms. Analysed the AI technologies and models used in the handloom industry.