Spandan_Incredible India_Social B Plan

1. Team Name: Incredible India
Member 1: Debi Dash
Member 2: Alok Sharma
SCMHRD (MBA-1)

2. Business Context
 The idea
We are proposing a business model of a “Orphan-Heritage Home – MOTHER LAND“
which will be run, maintained and facilitated by the women of Kuzhipanthandala.
This unique heritage home will provide vocational training to all orphans above the age of
14 years in arts and craftsmanship and will position itself as a place where you can not only
visit and buy, but can experience the Incredible India.
 Why its required
 In this nation of villages there are several villages like Kuzhipanthandalam, which are
struck by problems like migration, poverty and lack of opportunities.
 This part of South India is well known for its heritage, temples and its arts and crafts.
But along with that, this region is also known for its many orphanages, a place where
this future generation lies in hand of uncertainties, lack of knowledge and ignorance.
 After looking at the statistics we felt that there is a need to support our future which
lies in darkness of those orphanages and provide them the opportunities and experience to
live a better life.
 Who will benefit and how
 With this initiative we will empower the women of rural India giving them a sustainable
future with steady returns along with that we are working toward to create a better world
for the future of our country- orphan kids who don’t have much opportunity
 Along with these two sections of society we will promote the Indian culture at
international level promoting the tourism industry as well.
Proposition
 The Product/Service
 The business model proposed exploits the inquisitiveness among the visiting tourists
about India.
 Their desire to know the real India, Bharat, attracts them to be engaged in various
activities within the country.
 It is this Experience that we want to exploit by providing them a platform to work with
our “Orphan-Heritage Home – MOTHER LAND“. In our mother land, the Tourist will
be spending time with the orphans and would help them to learn art, handicraft, poetry
etc.
 Uniqueness(USP)
 The concept put forth is yet to be adopted by any other organization in India. These
unique hands on experience of real India will attract foreigners to this soil and it
will boost the tourism Industry.
 We will try to capitalize the Emotional Quotient of the people rather than their
buying power
Market Size Estimation & Market opportunities
 Target segments, market size

3.  Indian outbound tourist flow has increased at a CAGR of 12.79% over the five-year
period spanning 2007-2011.
 Tourist influx to India is has increased at a CAGR of 22.65% between 2007 and 2011.
 India’s share in global tourism is expected to reach 2.1% by 2015.
 Opportunities-What this segment looks for:
The foreign tourist segment looks forward for exposure of culture of India in its raw form
which now a days is getting diluted due to westernization of the nation. Thus there is a
huge market opportunity to tap the interests of these tourists to provide them a platform
where they can experience the incredible India.
Competitive Positioning
 Similar products/ services
Heritage homes, in and around Tamilnadu, promoting the Indian culture would be our
competitors. These heritage homes make art crafts with a sole aim to sell their products.
This build an impression about these heritage homes merely of a business industry rather
than a cultural promoting venture.
 How does your offering compare
 We on the other hand would make the tourist experience the feel of making the cultural
artifacts themselves along with the workers so as to involve them in the custom.
 We would make them experience the Incredible India. This would instill in them a
sense of belonging and would urge them to buy the products as souvenirs.
Market Strategies
 Market entry barriers
 Convincing other orphanages to work in collaboration with us and ensuring them about
the bright future and empowerment of their children.
 Restricted access to distribution channels for our products.
 Generating funds for investments over land and capital for infrastructure for our orpho-
heritage centre
 Fierce competition that we will face from existing heritage centers.
 Entry strategies
 Clear Product Differentiation: our value proposition in the market is unique.
 Social entrepreneurship: our heritage home will be promoted as a social
entrepreneurship venture which will signify women empowerment and create vocational
opportunities for youth.
 Alliances and partnerships
 Indian ministry of Tourism- “Atulniya Bharat”: As we will be promoting Indian
heritage and culture and market the need of experiencing it at international level
 Women Empowerment organizations: Alliance with numerous NGOs that are working
toward the same goal proposing for investing in the proposal.

4.  NGOs working for children- “CRY, Pratham etc”: Alliance with NGO working for
Children . Our conceptual home will not only provide a good and sustainable future to
these children but also expose the world to present condition and self sufficient youth of
India, and this will change the face of India at global level.
Roll out Plan
 Resources required
 Infrastructure: land and capital to construct our conceptual orpho-heritage home.
 People:
 Trainers for women for art and crafts training along with pottery, mehndi etc
 Active promotional force in Tamilnadu and online promoters of venture.
 Initial management force which will operate and supervise the rollout plan and
manage the revenue and expenditure.
 Promotion: Promotional campaign will be rolled out at the international level in
association of our NGO alliances; the positioning of this heritage home will be a place
where we can experience the incredible India. Main channels of our promotion will be:
 On ground activation promotion in Tamilnadu.
 Social networking sites like Facebook, twitter and advertising over sites
promoting Indian tourism (incredible india.com etc)
 Implementation schedule
 Phase-1: (1 to 1 and ½ month time Period):
1. Motivating and providing training to these women according to their interest and
expertise through professional trainer.
2. Motivating the nearby orphanage home to send their grown-up children (above age 14)
here for vocational training, this will give them a livelihood for future.
3. Fund collection through corporate sponsorship, donations and NGO’s own funding for
basic infrastructure development.
 Phase-2: (1-1.5 months):
1. Providing the basic training to the orphan children
2. Developing the Infrastructure and division of work
3. Work for Official Proceedings (To be fully supported by parent NGO).
4. Advertisement for the “MotherLand -Experience the India” to attract Tourists.
 Phase-3: (2 Months):
1. (Fully fledged advertising through NGO) Tied up with government tourism department
and other private tourist service of the foreign tourist.
2. Supplying the crafts and other produced materials to the nearby Market. (Revenue
generation should start)
The Team
Here we have to start a venture for 10 women.

5.  Division of labor
 Caretakers and Residential cook: women whose husbands are working as migrant
labor will fit for this role.
 Trainers: The women having a base of primary education would be given training into
semi-skilled areas. Five of the women would be chosen and would be trained in making
handicrafts, art crafts, Sewing and embroidery, mehendi etc.
 The team, fit with the project
 Experts to impart training to the women through parent NGOs.
 After training these women will share their skills to the orphanages above the age of 14.
 Profile of the management team
 External Management during initial phases.
 Slow transition of responsibilities to women through proper training, when the venture is
operational .They, then will supervise and look into financials as well.
Investment Details
 Project cost:
Purpose Details Cost(INR)
Basic Infrastructure(one time) Bed and shelf, kitchen accessories and other basic
needs,(Permanent)
100000
Infrastructure (per month) Primary Research (House Rent, electricity and
telephone expences)
15000
Monthly Food Provision Primary Research(Hosanna Children Home) 15000
Monthly other Expenditure Dress and other essential material 10000
Cost for initial Raw Material From local market 10000
Basic Training Cost For trainers and Experts 50000
Promotional and Marketing
Activity
30000
total initial cost of establishment for 3 months
= INR (100000+ (3X130000)) =INR4,90,000 =Approx(5,00,000)
 Source of funds: (for initial establishment)
 Primary source of funds from NGO
 Donations from local industrialist and philanthropist
 Sponsorship from Corporate houses and MNCs
Financial Projections
 Estimated income, profit:
 As it is a non-profit organization, we will only focus on sustainability of the organization.
 Expenses’ per month and the nominal income for the women and Orphan adults will be
around INR 2,00,000.

6.  For first 3 months we will not focus on any income. In long term through sales or activity
of tourism we, will focus on recovering of our operating cost.
 Breakeven level and Growth:
2 years will be our target for breakeven point. Further we will focus on infrastructural
development and growth in size of the organization.
Social Value Proposition
 Social outcome of the venture:
 Women empowerment
 Promotion of Indian tourism
 Providing the skills for the livelihood to young orphan adults
 Assess inputs:
 Not high level skill or expertise are required
 Materials are locally available (minimal cost)
 For initial days training will be provided
 Human capital is internal (Women from the village Kuzhipanthandalam and the
Orphan students of the MOTHER LAND)
 Activities:
 Vocational training to all orphans above the age of 14 years in arts and craftsmanship
 Supplying the crafts and other produced materials to the nearby Market,
Mahabalipuram
 Providing an experience of the making of crafts and arts to tourist.
 Day to day operation of the MOTHER LAND by women from the village
Kuzhipanthandalam
 Goal attainment:
Integrated growth of all the communities involved in the project with growth of the country.
Tracking the social value
(Social output indicators that you can measure to ascertain whether your venture is on track in
meeting its social benefit objectives)
1. Number of absolute tourist and their growth in a particular duration (in first 6 months)
2. Earning of the women members of the MOTHER LAND after initial 3 months period
3. Increase/decrease in number of orphans in Motherland and the market demand of their product
produced.
Monetize intended social value
 Social Return on Investment:
Here the venture/project is by an NGO, so the profit from this project itself is the social return.
 Establish metrics to evaluate fulfillment:
(Make the below matrices for every month)

7. The above quantities output can give the growth in a statistical way.
Qualitative Output Cannot be measured. Such as:
1. Satisfactions of Orphans in doing this work.
2. Experience of the tourist
3. Satisfaction of the women of the village
But it can be observed for a longer period to monitor the improvement in their lifestyle.
Social Return on Investment
 Define outputs (directly attributable in monetary value):
 Handicraft Sales
 Entry fees collected from Tourist
 Donations and sponsorships
 Developing Social cash flow:
Risk Evaluation
 Risks perceived:
 Internal Conflict
 Unethical practices
 Problem on Infrastructure.
Stake holders of
MOTHERLAND
(Women, Orphans)
Tourist,
Corporate,
Indiviual
Customers
NGO
S
O
C
I
E
T
Y

8.  Monitory instability
 Risk mitigation strategies:
 Ethical and business practices training to the women
 Financial and Official processes to be reviewed by the NGO in a regular basis
 NGO support for financial and managerial activity, whenever need required
Awareness Program
 Launching Campaign:
 Before launching, the concept should be discussed with “GRAM SAVA” members of the
villages.
 The role and the responsibilities for the venture should be explained to the Women
Members, who are interested for this project.
 The mission and vision of the project should informed Family head and Husbands of
these women.
Communication Strategy
 Advertisement: No budgetary advertisement.
 Inauguration of the Project inviting with some Renowned Social Activist
 Only hoardings on the way of Chennai to Mahabalipuram
 Articles on the News paper
 Active forum and interactive activity in Social Media
Sustainability
 Feasibility:
The idea of this venture is absolutely feasible and attractive as supported and sustained by the
support of parent NGOs and the scale of investment and operations required for the success
of this venture.
 Long term Sustainable solution:
In long term the Venture will be self sponsored as per the calculations steady returns will be
there after 5 months of the start of operations, so reinvesting of funds for further
development and expansion will happen which will promote the case and conceptualize
similar orpho-heritage home across the nation.
Innovation in Approach
 Technology
 In long term when the venture is renowned at international level and business is on
boom then technological aspects of booking the days of visiting the heritage home and
all accounting of expense and income will come in to play.
 This will result in better efficiency and more revenue generation
 Government/Corporate Involvement: MOU with the tourism ministry where the tourism
ministry will promote similar heritage homes at the national and international level.