This document discusses approaches for commercialization of post-harvest technologies. It outlines that most rural agribusinesses are small and independently operated. It describes the uniqueness of post-harvest technologies, including low risk, constant demand, and high sanitary standards. The document also discusses entrepreneurship, characteristics of successful entrepreneurs including drive, self-confidence, and risk-taking. It provides advice on project selection, market surveys, small business management, reasons why agribusinesses fail, words of advice, and sources of assistance.

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2. Agri businesses
• Most of the rural-agribusinesses are
small businesses.
• The small business is business that is
independently operated, is not
dominant in its field.
• Ninety percent of the nation’s new jobs
in the private sector are in small
businesses.

3. Uniqueness
• Low risk
• All time demand
• Cost addition to highest extent
• Low skill
• Highly hygeinic
• Highest sanitary standards
• Great demand for health benefits

4. Entrepreneurship
• In the context of employment generation, the
three terms i.e. entrepreneurship, self-employment
and income generation are often
used interchangeably.
• The functions of entrepreneurs suggest that all
entrepreneurs are self-employed and income
generating persons. But all self employed and
income generating persons may not
necessarily be entrepreneurs.
• The three, however, can be viewed as initial
middle and terminal stages in entrepreneurship
growth process.

5. Characteristics of Entrepreneur
Drive and Energy
Tremendous amount of personal energy and drive.
Self confidence
The successful entrepreneur has a high level of
self confidence.
Long term involvement
He is a creator and builder of the business against
promoter or fast buck artist.
Money as a Measure
The money is a way of measuring performance
and not an end in itself.

6. Characteristics of Entrepreneur
Persistent Problem Solving
He possesses intense level of determination
and desire to overcome hurdles to solve a
problem and complete the job.
Goal setting
He is very goal oriented, has an ability and
commitment to set clear, realistic and
attainable goals.
Moderate risk taking
Risk planner, takes moderate and
calculated risk.

7. Characteristics of Entrepreneur
Dealing with failure
Entrepreneurs are not afraid of failure.
Use of Feedback
Demonstrate a capacity to seek and use feed
back on their performance in order to take
action and to improve.
Taking initiative and seeking personal
responsibility
Independent and highly self-reliant innovators.
They like to take the initiative to solve a
problem of filling a vacuum where no
leadership exists.

8. Characteristics of Entrepreneur
• Use of resources
Successful entrepreneur knows when and how
to seek outside as well as inside help in
building their company.
• Competing against self imposed
standards
Continuously engages in competition with
himself to beat their last best performance
• Internal locus of control
The entrepreneur does not believe that success
or failure of a new business venture depends
upon luck or other external, personal

9. Characteristics of Entrepreneur
• Tolerance to ambiguity and uncertainty
Entrepreneurs have special tolerance for
ambiguous situations making decisions under
conditions of uncertainty. In contrast to the
professional manager, entrepreneurs are able
to live with modest levels of uncertainty
concerning job and career decisions and
security and permanency are considerably
lower on entrepreneurial hierarchy of
preferences compared to his managerial
counterpart.

10. Entrepreneurship
Development Stages
•Trade Acquaintance
•Skill Acquisition
•Management Practices
•Quality Control
•Process Understanding

11. Project Selection
• Availability of market
• Availability of raw materials
• Availability of technology
• Availability of skills
• Government priority
• Strategic fit
• Ease of implementation
• Risk of exposure
• Profitability
– Cost/benefit
– Critical success factor

12. Market Survey
A market survey may have following
objectives:
• Present reliable, accurate and objective
picture of conditions prevailing in the
market.
• Forecasting market trends.
• Reactions to the products
• Establish the salability and marketability
of the products.

13. Market Survey
The objective of the market survey should be answer the
following questions:
• Size of the market?
• Who are the customers?
• What is the demand of the product and how it is being
fulfilled?
• What are the factors limiting the size of the market?
• What is the pattern of demand?
• What are the prospects of the demand being increased or
decreased in future?
• How much market share would you like to posses in terms of
volume and value?
• What are the buying habits and motives of the buyer?
• What aspects of the products will appeal to the customer
(Unique selling feature or unique selling proposition?
• What are the competitors?
• What are the past and futures trends?

14. Small business management
A Practical element -knowing your business
B Managerial element
Planning – Setting objectives, Outlining procedures,
Assigning responsibilities
Organizing-
• arrange and assign work amongst the people
• Dividing work so that it can be logically and comfortably
performed by individuals
Leading -Motivate- Do as I do and not Do as I say
Coordinating-
• Integrate activities & avoid overlap of duties
Controlling the activities –
• See that every thing occurs as per plan
• Check actual results against desired results and make
changes in work orders, methods or materials.

15. Why agribusiness fail ?
Management
People do not plan to fail, they only fail to plan. If the business will not
work “on paper”, in the real world; even if the business works on
paper, there is still no guarantee it will succeed.
Avoid the following pitfalls as you plan and manage your business:
• Plunging in without first testing the waters on a small scale
• Buying too much on credit
• Misunderstanding how much time it will take to build a market
• Going into business with little or no experience
• Attempting to do too much business with too little capital
• Not understanding business cycles
• Lack of an effective marketing program
• Spending too much time/money on nonproductive activities
• Unnecessary capital investments made to minimize income taxes
• Under pricing or overpricing goods or services
• Extending credit too freely
• Extending credit too rapidly

16. Why agribusiness fail ?
Strength of a business is in its people.
undependable and unqualified employees
can quickly destroy your business.
Do not attempt to support too many people
from the business like your children into
the business or helping failures.
Do not mistake the freedom of having your
own business for the liberty to work only
as you wish.

17. Why agribusiness fail ?
Financial resources-Avoid the following as you manage your
financial resources.
• Starting with too little capital
• Starting with too much capital and being careless in its use.
• Borrowing money without planning just how and when to pay
it back
• Failing to keep complete, accurate records, which causes you
to drift into trouble without realizing it
• Carrying out habits of personal extravagance into the
business
• Forgetting about taxes, insurance and other costs of doing
business
• Over dependence on collateral
• Improper loan structuring due to an improper match of loan
repayment period and loan repayment ability
• Failure to control living expenses because of withdrawing
more from the business than the business actually earns

18. Words of Advise
Failure is always a possibility.
However, if we become afraid
to fail we will not even try. Plan,
study and research every
possible angle-then give it your
best.

19. Assistance
DIC=District Industries Centre
SISI=Small Industries Service Institute
TCOs=Technical Consultancy Organisations
SFCs=State Financial Corporations
NSIC=National Small Industries Corporation
ED Inst.=Entrepreneurship Development
Organisations
IDCs=Infrastructure Development Corporations
LA=Local Authorities like Municipalities
EPC(APEDA,MPEDA)=Export Promotion Council
(Agriculture and Processed Food Export
Development Authority, Marine Products Export
Development Authority)

20. Assistance
Area of Assitance Sources
For Selection of a Project SISI, DIC, TCOs, SFCs
Registration DIC
Finance Banks SFCs, NSIC
Technical Guidance DIC, TCOs, ICAR & CSIR Institutes,
Universities, SISI, NSIC,
Training ED Inst., SISI, TCOs, DICs,
ICAR & CSIR Institutes, Universities,
NGOs
Infrastructure DIC, IDCs, LA
Raw Materials DIC
Plant & Machinery DIC, NSIC, SISI
Marketing Information DIC, TCOs, EPC, (APEDA, MPEDA)

21. Support Institutions
Ministry of Food Processing Industries: The Key Player
Other Support Institutions and Their Roles
ICAR and CSIR Research Institutes – The institutes provide
technologies for food processing enterprises.
National Small Industries Corporation Ltd – Provides
integrated technology, marketing and financial support to small
scale sector.
Small Industries Development Organisation – Functions as
the Nodal Development Agency for small industries.
Export Credit Guarantee Corporation of India Limited –
Covers the risk of exporting on credit. Provides a range of credit
risk insurance covers. Provides information on creditworthiness/
credit ratings of overseas buyers and various countries.

22. Thanks !!!!