INDIAN FERTILISER INDUSTRY - Coromandel InternationalSambit Mishra
The document provides an overview of the Indian fertilizer industry. It states that India is the third largest producer and consumer of fertilizers globally. It began in 1906 and expanded significantly in the 1940s. The industry includes both public and large private sector players. Urea, DAP, and SSP are the main fertilizers produced. Porter's five forces analysis finds threat of new entrants and rivalry to be low due to scale economies and lack of substitution. Supplier power is also low due to subsidies and agreements. The bargaining power of buyers is very low given lack of alternatives. A SWOT analysis of a major player finds their dealer network and R&D to be strengths, while dependence on imports and subsidies are weaknesses.
FOOD PRICE INFLATION IN INDIA & REFORMS AND POLICIESSambit Mishra
India experienced high food price inflation from 2008-2010 for 12 commodities including rice, wheat, pulses and vegetables. This was due to several factors including a fall in agricultural production due to poor monsoon seasons, increased domestic and global demand, higher support prices and speculation. The government implemented several policies to help tame food inflation including augmenting supply through imports, deflating the stimulus package to reduce excess liquidity, reforming the agricultural market system, and enhancing private investment in agriculture. However, more comprehensive reforms are still needed across the entire agricultural system to boost production and incomes in a sustainable manner.
India wastes a significant amount of agricultural produce, around 40% of total horticulture. Post-harvest losses range from 2.8-18% depending on the crop. Only 2% of agricultural produce is processed. Strategies are needed to improve value addition and processing through primary and secondary processing, by-product utilization, supply chain management, and marketing. Contract farming can help by establishing fixed or market-linked prices and quality standards. Companies like Harrisons Malayalam Ltd are working to address these issues through sustainable agricultural practices, social initiatives, and partnerships with small farmers. National strategies are also needed around comparative advantage, policy, skills, financing, technology, and sustainable resource use to transform Indian agribusiness.
WHEN MONETARY POLICY FAILS, FISCAL POLICY IS USEDSambit Mishra
The document discusses the objectives and tools of monetary policy in India, including maintaining price stability, economic growth, and ensuring credit flows to support the economy. It also discusses trends in interest rates from 2004-2014, noting that rates generally increased from 2004-2007 as inflation rose, then rapidly increased in 2008-2009 due to high inflation, before decreasing from 2009-2010 to stimulate the economy during a recession. Coordination between monetary and fiscal policy is also summarized, with policies generally aligned except during the 2008 financial crisis when views differed on the size of economic stimulus.
The document discusses biofuels as an alternative fuel in India and their impact on food prices. It notes that the production of biofuels in India has led to a shift in cropping patterns from food grains to commercial crops. This shift, along with rising biofuel demand, has directly impacted the prices of essential commodities like foodgrains. However, the document argues that steep rises in food prices in India are not primarily due to biofuel production, but rather increased fuel prices, which impact production costs for fertilizers and transportation of goods. The document proposes developing biofuels from non-food feedstocks and waste resources to reduce competition with food crops and dependence on fossil fuel imports.
The World Bank originated at the 1944 Bretton Woods Conference where the IMF and World Bank were created. The World Bank aims to reduce poverty and enhance prosperity. It is headquartered in Washington D.C. and has over 100 offices worldwide with 185 member countries. The World Bank provides loans, policy advice, technical assistance and knowledge sharing to developing countries. It focuses on five pillars: integrating countries into the global economy, reducing poverty, sustainable resource management, developing financial markets and improving institutions.
Mahindra & Mahindra is the leading tractor manufacturer in India, with 42% of Indian farmers preferring M&M tractors. M&M has been successful due to their rural-focused strategy of providing accessible after-sales service through local mechanics twice a week and using familiar engine designs. Their marketing emphasizes affordability through financing options and model names suited to rural audiences. M&M regularly holds service camps with component suppliers to maintain relationships with farmers. Due to these strategies that focus on the rural customer experience, M&M has seen encouraging performance as India's number one tractor manufacturer.
Pioneering Innovations Delivering Broadband to Rural IndiaSambit Mishra
First time unused TV “white space” (TVWS) frequencies were combined with solar-powered base stations to deliver low-cost broadband to a rural area lacking even basic electricity.
INDIAN FERTILISER INDUSTRY - Coromandel InternationalSambit Mishra
The document provides an overview of the Indian fertilizer industry. It states that India is the third largest producer and consumer of fertilizers globally. It began in 1906 and expanded significantly in the 1940s. The industry includes both public and large private sector players. Urea, DAP, and SSP are the main fertilizers produced. Porter's five forces analysis finds threat of new entrants and rivalry to be low due to scale economies and lack of substitution. Supplier power is also low due to subsidies and agreements. The bargaining power of buyers is very low given lack of alternatives. A SWOT analysis of a major player finds their dealer network and R&D to be strengths, while dependence on imports and subsidies are weaknesses.
FOOD PRICE INFLATION IN INDIA & REFORMS AND POLICIESSambit Mishra
India experienced high food price inflation from 2008-2010 for 12 commodities including rice, wheat, pulses and vegetables. This was due to several factors including a fall in agricultural production due to poor monsoon seasons, increased domestic and global demand, higher support prices and speculation. The government implemented several policies to help tame food inflation including augmenting supply through imports, deflating the stimulus package to reduce excess liquidity, reforming the agricultural market system, and enhancing private investment in agriculture. However, more comprehensive reforms are still needed across the entire agricultural system to boost production and incomes in a sustainable manner.
India wastes a significant amount of agricultural produce, around 40% of total horticulture. Post-harvest losses range from 2.8-18% depending on the crop. Only 2% of agricultural produce is processed. Strategies are needed to improve value addition and processing through primary and secondary processing, by-product utilization, supply chain management, and marketing. Contract farming can help by establishing fixed or market-linked prices and quality standards. Companies like Harrisons Malayalam Ltd are working to address these issues through sustainable agricultural practices, social initiatives, and partnerships with small farmers. National strategies are also needed around comparative advantage, policy, skills, financing, technology, and sustainable resource use to transform Indian agribusiness.
WHEN MONETARY POLICY FAILS, FISCAL POLICY IS USEDSambit Mishra
The document discusses the objectives and tools of monetary policy in India, including maintaining price stability, economic growth, and ensuring credit flows to support the economy. It also discusses trends in interest rates from 2004-2014, noting that rates generally increased from 2004-2007 as inflation rose, then rapidly increased in 2008-2009 due to high inflation, before decreasing from 2009-2010 to stimulate the economy during a recession. Coordination between monetary and fiscal policy is also summarized, with policies generally aligned except during the 2008 financial crisis when views differed on the size of economic stimulus.
The document discusses biofuels as an alternative fuel in India and their impact on food prices. It notes that the production of biofuels in India has led to a shift in cropping patterns from food grains to commercial crops. This shift, along with rising biofuel demand, has directly impacted the prices of essential commodities like foodgrains. However, the document argues that steep rises in food prices in India are not primarily due to biofuel production, but rather increased fuel prices, which impact production costs for fertilizers and transportation of goods. The document proposes developing biofuels from non-food feedstocks and waste resources to reduce competition with food crops and dependence on fossil fuel imports.
The World Bank originated at the 1944 Bretton Woods Conference where the IMF and World Bank were created. The World Bank aims to reduce poverty and enhance prosperity. It is headquartered in Washington D.C. and has over 100 offices worldwide with 185 member countries. The World Bank provides loans, policy advice, technical assistance and knowledge sharing to developing countries. It focuses on five pillars: integrating countries into the global economy, reducing poverty, sustainable resource management, developing financial markets and improving institutions.
Mahindra & Mahindra is the leading tractor manufacturer in India, with 42% of Indian farmers preferring M&M tractors. M&M has been successful due to their rural-focused strategy of providing accessible after-sales service through local mechanics twice a week and using familiar engine designs. Their marketing emphasizes affordability through financing options and model names suited to rural audiences. M&M regularly holds service camps with component suppliers to maintain relationships with farmers. Due to these strategies that focus on the rural customer experience, M&M has seen encouraging performance as India's number one tractor manufacturer.
Pioneering Innovations Delivering Broadband to Rural IndiaSambit Mishra
First time unused TV “white space” (TVWS) frequencies were combined with solar-powered base stations to deliver low-cost broadband to a rural area lacking even basic electricity.
AMUL was formed in 1946 and is owned by dairy farmers. It has grown to become India's largest food brand with products including milk, butter, cheese and ice cream. AMUL has a simple marketing strategy of consistently high quality at low prices while maintaining its core values. Its iconic "Amul Girl" advertising campaign, created in 1967, has become the longest running campaign in India and helped establish brand recognition through its commentary on current events. AMUL operates as a cooperative, empowering farmers and rural communities through decentralized production.
This document summarizes information about the Madivala Vegetable Market in Bangalore. [1] It is the largest market for leafy vegetables in Bangalore, with around 700-750 shops. [2] Leafy vegetables make up 58% of the goods procured at the market each year. [3] While the market provides lower prices than supermarkets, it faces challenges like price fluctuations, high commission fees for agents, increasing rents, and declining customer base as more people shop at vegetable supermarkets.
Nestle India Ltd. has a diverse product portfolio consisting of milk products & nutrition, beverages, prepared dishes & cooking aids, and chocolates & confectioneries. The company has a wide range of products under each category, with some product lines like milk products having a greater depth than others like beverages. There is scope to increase depth for some product lines and trim lengths for others. The company also needs to address some brand issues like product confusion and duplication to improve further.
Stp of agri inputs for rural market (zuari)Sambit Mishra
Zuari Agro Chemicals aims to segment, target, and position their agri-input products for rural markets. They will identify bases for segmenting the rural market, develop profiles for each segment, determine segment attractiveness, select target segments, develop positioning strategies for each target segment, and customize their marketing mix. This will help Zuari Agro Chemicals effectively market their products in the rural agricultural input market.
Cinépolis is the world's 4th largest movie theatre circuit founded in 1971 in Mexico. It operates 465 multiplexes across 13 countries with 4,300 screens and 200 million annual patrons. Cinépolis pioneered premium and luxury movie theatres and is the largest operator of luxury cinemas worldwide. In India, Cinépolis operates 215 screens across various cities and acquired 83 screens of Fun Cinemas last year, offering technologies like 4DX, IMAX, Dolby Atmos, and 4K projection. Cinépolis focuses on customer service and maintaining high quality standards.
This document discusses emotional intelligence and its importance for leadership. It defines emotional intelligence as the ability to recognize and manage one's own emotions and the emotions of others. The document then outlines five components of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills. Each component is explained and examples are given of how leaders can demonstrate that competency. The document also discusses some advantages and disadvantages of emotional intelligence and provides a brief history of the concept.
VUCA refers to volatility, uncertainty, complexity and ambiguity, conditions that describe the turbulent business environment organizations face today. The military first used the term VUCA in the 1990s to describe the post-Cold War world. Business leaders now face a similarly challenging dynamic landscape. In agriculture, cashew plantations exemplify VUCA conditions through volatility in prices and production due to natural disasters, uncertainty around rainfall and future prices, complex technologies and government policies, and ambiguity in harvesting and market times. To overcome VUCA, leaders must provide clear vision and direction, listen empathetically, recommend options through trial and error, and communicate ethically, transparently, and relevantly.
This document provides details about a proposed spice processing startup called Especia Spice Enterprise located in Belvai, Karnataka. It discusses the project economics including required land, buildings, machinery, and pre-operative expenses totaling over 40 million rupees. It also outlines the products to be produced, organizational structure, marketing strategy, SWOT analysis, and plans for future expansion globally.
This document discusses leadership and emotional intelligence. It defines leadership as the process of leading others to accomplish a mission. Effective leaders have high emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skills. Organizational climate is influenced by factors like flexibility, responsibility, standards, rewards, clarity, and commitment. Leaders have different styles they can draw from, including coercive, authoritative, affiliative, democratic, pacesetting, and coaching styles. To be a great leader requires the ability to use the right leadership style at the right time to optimize organizational climate and business performance.
How To Craft Your Perfect Retail Tech StackAggregage
https://www.onlineretailtoday.com/frs/26944755/how-to-craft-your-perfect-retail-tech-stack
The era of all-in-one platforms is over. Now, retail success depends on integrating a blend of diverse technologies to thrive. As customers and stakeholders expect agility and innovation, how can you meet these expectations efficiently without stumbling into complexity?
Explore a customer-centric approach to navigating digital transformation in retail. This session is your guide to boosting efficiency, enhancing customer experience, and driving profitability through strategic planning.
You'll learn to:
• Utilize tech enhancements for a flexible digital approach.
• Integrate modular tools to meet your unique needs.
• Gradually upgrade your systems for continuous improvement.
• Debunk myths about modular strategies and understand their simplicity.
• Distinguish credible vendors from the pretenders in a crowded market.
MaxLearn_ Empowering Learning Through Microlearning Platform Innovation.pdfakshaykumar888810
MaxLearn offers a cutting-edge microlearning platform that helps to create, deliver, and verify the courses with a click of a button to improve employee efficiency.
AMUL was formed in 1946 and is owned by dairy farmers. It has grown to become India's largest food brand with products including milk, butter, cheese and ice cream. AMUL has a simple marketing strategy of consistently high quality at low prices while maintaining its core values. Its iconic "Amul Girl" advertising campaign, created in 1967, has become the longest running campaign in India and helped establish brand recognition through its commentary on current events. AMUL operates as a cooperative, empowering farmers and rural communities through decentralized production.
This document summarizes information about the Madivala Vegetable Market in Bangalore. [1] It is the largest market for leafy vegetables in Bangalore, with around 700-750 shops. [2] Leafy vegetables make up 58% of the goods procured at the market each year. [3] While the market provides lower prices than supermarkets, it faces challenges like price fluctuations, high commission fees for agents, increasing rents, and declining customer base as more people shop at vegetable supermarkets.
Nestle India Ltd. has a diverse product portfolio consisting of milk products & nutrition, beverages, prepared dishes & cooking aids, and chocolates & confectioneries. The company has a wide range of products under each category, with some product lines like milk products having a greater depth than others like beverages. There is scope to increase depth for some product lines and trim lengths for others. The company also needs to address some brand issues like product confusion and duplication to improve further.
Stp of agri inputs for rural market (zuari)Sambit Mishra
Zuari Agro Chemicals aims to segment, target, and position their agri-input products for rural markets. They will identify bases for segmenting the rural market, develop profiles for each segment, determine segment attractiveness, select target segments, develop positioning strategies for each target segment, and customize their marketing mix. This will help Zuari Agro Chemicals effectively market their products in the rural agricultural input market.
Cinépolis is the world's 4th largest movie theatre circuit founded in 1971 in Mexico. It operates 465 multiplexes across 13 countries with 4,300 screens and 200 million annual patrons. Cinépolis pioneered premium and luxury movie theatres and is the largest operator of luxury cinemas worldwide. In India, Cinépolis operates 215 screens across various cities and acquired 83 screens of Fun Cinemas last year, offering technologies like 4DX, IMAX, Dolby Atmos, and 4K projection. Cinépolis focuses on customer service and maintaining high quality standards.
This document discusses emotional intelligence and its importance for leadership. It defines emotional intelligence as the ability to recognize and manage one's own emotions and the emotions of others. The document then outlines five components of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills. Each component is explained and examples are given of how leaders can demonstrate that competency. The document also discusses some advantages and disadvantages of emotional intelligence and provides a brief history of the concept.
VUCA refers to volatility, uncertainty, complexity and ambiguity, conditions that describe the turbulent business environment organizations face today. The military first used the term VUCA in the 1990s to describe the post-Cold War world. Business leaders now face a similarly challenging dynamic landscape. In agriculture, cashew plantations exemplify VUCA conditions through volatility in prices and production due to natural disasters, uncertainty around rainfall and future prices, complex technologies and government policies, and ambiguity in harvesting and market times. To overcome VUCA, leaders must provide clear vision and direction, listen empathetically, recommend options through trial and error, and communicate ethically, transparently, and relevantly.
This document provides details about a proposed spice processing startup called Especia Spice Enterprise located in Belvai, Karnataka. It discusses the project economics including required land, buildings, machinery, and pre-operative expenses totaling over 40 million rupees. It also outlines the products to be produced, organizational structure, marketing strategy, SWOT analysis, and plans for future expansion globally.
This document discusses leadership and emotional intelligence. It defines leadership as the process of leading others to accomplish a mission. Effective leaders have high emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skills. Organizational climate is influenced by factors like flexibility, responsibility, standards, rewards, clarity, and commitment. Leaders have different styles they can draw from, including coercive, authoritative, affiliative, democratic, pacesetting, and coaching styles. To be a great leader requires the ability to use the right leadership style at the right time to optimize organizational climate and business performance.
How To Craft Your Perfect Retail Tech StackAggregage
https://www.onlineretailtoday.com/frs/26944755/how-to-craft-your-perfect-retail-tech-stack
The era of all-in-one platforms is over. Now, retail success depends on integrating a blend of diverse technologies to thrive. As customers and stakeholders expect agility and innovation, how can you meet these expectations efficiently without stumbling into complexity?
Explore a customer-centric approach to navigating digital transformation in retail. This session is your guide to boosting efficiency, enhancing customer experience, and driving profitability through strategic planning.
You'll learn to:
• Utilize tech enhancements for a flexible digital approach.
• Integrate modular tools to meet your unique needs.
• Gradually upgrade your systems for continuous improvement.
• Debunk myths about modular strategies and understand their simplicity.
• Distinguish credible vendors from the pretenders in a crowded market.
MaxLearn_ Empowering Learning Through Microlearning Platform Innovation.pdfakshaykumar888810
MaxLearn offers a cutting-edge microlearning platform that helps to create, deliver, and verify the courses with a click of a button to improve employee efficiency.
MaxLearn_ Empowering Learning Through Microlearning Platform Innovation.pdf
eFarm - Enabling Farmers to Reach Market
1. eFarm
Enabling FArmers to Reach Markets
Presented By :
Sambit Mishra
PGDM-ABPM-2015-43
Hub And Spoke Model For Online Vegetables
And Fruits (E-retailing)
2. A Unique new Venture
Creating inclusive social
change,
Through collaborative
economic growth,
By adapting various
business paradigms,
Tosolve a burning crisis,
In India’s Agri Sector,
By building a
professional supply chain
network
Elevator Pitch | What is eFarm ?
What does the Companydo?
• Procure vegetables and fruits from farmers and to supply to bulk
customers in cities
• Create end to end supply chain infrastructure, processes and
technologies to make perishable produce distribution more
efficient
Key pain points addressed:
1. Indian agri supply chain dominated by middlemen and
unorganised , adhoc operations
2. Over 40% of farmers produce wasted owing to post harvest
losses (logistics, storage, planning)
3. Complete lack of accurate demand or supply data , poor planning
and management of resources
Key benefits
1. Wider choice in marketing channels / sourcing options
2. More information transparency and flow across the chain
through IT
3. Price stability through better planning and wastage reduction
3. Key Products / Services
Vegetables
Fruits
Exotics / Organic Produce
Processed Items (peeled , cut vegetables)
Compost
Non perishable Commodities (future)
Marketing
Distribution
Technology
Training
Support services
4. The two golden rules of technology used in business
Rule 1 - Automation applied to an efficient operation will magnify the
efficiency.
Rule 2 - Technology applied to an inefficient operation will magnify the
inefficiency.
Bill Gates
TECHNOLOGY & BUSINESS PROCESS
5. Data collection from farmers
Farmer information
• Name
• Address
• Contactnumber
• Preferred mode of payment
• Bank / Post office details
• Photo
• Attestation
Production data
• Produce name, variety
• Grade
• Typical yield at harvest
• Harvestcycles
• Cost price at farmgate
Dynamic and
accurate supply
information is very
crucial for planning
Key benefit to farmers
6. Data collection from customer side
(B2B)
Demand data
• Produce name, variety
• Grade & Quality
• Typical daily/weekly/monthly
requirement
• Delivery schedules
• Price budgets / ranges (if any)
Buyer information
• Name
• Address
• Contact number
• Preferred mode of payment
• Bank details (for direct payment)
Predictable demand
information is very
crucial for planning
and avoid wastage
Key benefit to farmers
7. Technology | Farmer side
Farmer’s produce database
•Produce name, variety
•Grade
•Typical yield at harvest
•Harvest cycles /frequency
•Cost of production
•Location / closest pickup point
Cost of production / Fair Price analysis tools
Supply side forecasting tools / Sourcing planner
Rural call centres / Mobile sms for data updates
8. Technology | Customer side
Order capture
(Mobile / Customer portal)
Requirements analysis and
demand projection
MIS & Dashboard
Delivery Tracking
POS systems for agri
Agri CRM
10. Ground Operations Model
Inspired by the ‘best’ supply chain system
in Indian conditions
•Product Category
•IT Systems usage
•Management team
•Age of company
•Customer Segment
•Operational efficiency
: Perishable food items
: NIL
: Illiterate and average age of 55
: Over 150 years
: From slumdwellers to crorepathis
: Six sigma !!!
The Mumbai Dubbawallahs !!!
•Key success factors :
•Highly decentralized operations – agile, flexible , scalable
•Use of low cost transport medium – trains
•Use of human power for last mile delivery – No Fuel related hikes
•Strong customer relationship – personal , localised
•Simple coding, routing, labelling system – operates even without
electricity !
•Delivery excellance – fixed time , professionalism
11. eFarm | Operations Summary
1 Collect CustomerRequirements
2 Gather farmer’s producedetails
3 Map demand & supply
Plan logistics , schedules
4 Aggregate produce at collection centres (rural)
Grading / sorting / value addition
5 De-aggregate from distribution centres (city)
Pricing & Delivery , Payments
12. Forward Logistics
(Fresh produce)
Small & mid sized farmers
Rural
Collection
Centres
Urban
Distribution
Centers
Retailers/
Mom & Pop stores
Exporters
Hub and Spoke Model For
Scalability and Organic Growth
•Collection centres spread across a 10 hr(max)
driving radius
•Distribution centres across key metro region
•Long haul trucks(4 tonne) connect collection
centres & distribution centres
•Local distribution use mixed transport mediums for
last mile connections
Cooperatives
Food Processors
Catering/Hotels
SHGs
Producer
Corporations
Reverse Logistics
( Manure , Farmer supplies)
Bulk buyers
Logistics Operations |
Hub and Spoke with localised,inter connected nodes
13.
14. Key Benefits ToFarmers and Consumers |
Market trends & inputs , Decision support
Koyambedu
nadu tomato
(data courtesy : TNAU-INDG market information
portal)
Koyambedu : Sambaronion
For Farmers :
What to grow ?
How much to grow ?
When to harvest ?
Where to sell ?
At what price ?
For Consumers
What produce is in-season/ off-season ?
High/Low price variations ?
Sourcing options and alternatives ?
15. CURRENT STATUS
The reasonable man adapts himself to the world;
the unreasonable one persists in trying to adapt the world to himself.
Therefore, all progress depends on the unreasonable person
George Bernard Shaw
16. Key Clients |
From star hotels to street hawkers
‘Hotbreads’ Mahadevan’s Chain of Fine dining restaurants in Chennai
(OCPL)
Foodcourt at
ExpressAvenue
Mall
(asias’s largest)
Upcoming
Kiosk Chain
Indian Army
South Zone HQ
Canteen (Outlet)
Sangeetha SVR
Leading s.indian
rest chain
.. And several local
vegetable vendors as
well…
17. Collection centres |
Localised sourcing points, Planned aggregation
Established Collection points
close to villages
Standardised Quality checks , Grading
& Weighing process established
Over 2500 farmers
enrolled and active
Mobile collection trucks
for remote areas
On the spot
payment of fair price
18. Distribution centre |
Close to urban customers , Localised distribution
2000 sq ft facility for
handling 5 tonnes / day
Verify arrivals, inventory
Value addition by
peeling/cutting
Local
Loading & packing as distribution
per customer specs to
customer
site
Composting of waste ,
conversion to manure
Customer
visits ,
feedback
19. Social Impact |
BOP segment
Jobs creation
for rural and
urban poor in
ground
operations
SHG
women
Operate
veg retail
stalls /
push carts
Food
processing
units
operated
by
differently
abled
Mental health
outpatients
operate peeled
items unit
Call centre
operated by
visually
challenged
20. eFarm in the news
•TATANEN Hottest startup 2009 nominee
•IIM Kozhikode Whiteknight 2009 Business
Plan contest winner
•IIM Ahmedabad Leverage 2009 Showcase
shortlisted startup
•In the press
•Entrepreneur , Sep 09
•The Hindu magazine’s Ergo tabloid (Mar
2009)
•Times of India , May 2009
•NDTV News , June 2009
•Featured in leading e-zines – yourstory.in,
startups.in
•Featured in Tamil press- Kumudham ,
Dinakaran
•Outlook Money , June 2009
•JADE , June 2009
•Academic
•Faculty for Food SCM course, MOP
Vaishnava college
•Key note speaker – TNAU conferences