The document summarizes the history and operations of Shri Mahila Griha Udyog Lijjat Papad, a cooperative established in 1959 by 7 women in Mumbai, India. It started with a capital of Rs. 80 producing papads. Currently it employs over 40,000 women across India and earns Rs. 300 crores annually. Key aspects include empowering women through flexible employment, social responsibility initiatives in health and education, and diversifying operations through vertical integration while maintaining social values. It has received recognition for its positive social impact through women's economic participation.

1. Shri Mahila Griha Udyog Lijjat Papad
A cooperative established in 1959.

2. 1. Produced and sold one of the simplest product,
famous amongst the Indian households, Papad.
2. Established by 7 ‘Women’
3. Started with a mere capital of Rs. 80
on the terrace of a building in Girgaum,
South Bombay.

3. The Entrepreneurs
• Founding members: Jaswantiben Jamnadas Popat,
Parvatiben Ramdas Thodani, Ujamben Narandas
Kundalia, Banuben. N. Tanna, Laguben Amritlar Gokani,
Jayaben V. Vithalani
• Mentored by Chaganlal Karamsi Parekh
• Guided by Shri. Dattanibapa

5. Current Leadership:
Jyoti Naik (President)
Associated since 1971, started rolling papad
Deputed to packaging section
By 1973, started managing inventory
Sanchalika in 1981
VP in 1989
Then President: Earning equivalent to 30 kg of
rolled papad in a day  attesting to the
organizational values

6. Objectives of Lijjat
 Maximize employment opportunities for women.
 To get the work for the society.
 To get mutual understanding, self service and
saving habit among the women.
 To increase the dealings power of women
members.

7. ITS VALUES
Lijjat believes in the philosophy of sarvodaya
and collective ownership.
SMGULP never accepts charity or grants.
SMGULP is like a family
SMGULP is like a revered place of worship.

8. SMGULP is a combination of three
concepts:
The Business concept
The Family concept
The Devotion Concept

9. THE BUSINESS CONCEPT
OPPORTUNITY VALUE
IDENTIFICATION CREATION

10. Opportunity Identification
• The major thrust:
 An existing market demand
 Skills needed could be found with any Indian lady
 Raw material can be procured from the closest outlet
• Differentiating insights brought by venture:
 Business can be made sustainable/profitable without high
initial investment
 Non-acceptance of any grant/aid/donation even if loss is
incurred
 Quality consciousness in any operation

11. Opportunity Identification
• Venture grew as a cooperative business
• 1962: Products were registered as “Lijjat” while group
was named “Sri Mahila Griha Udyog”
• Basic reasons for fast growth:
 Only for women venture which provided employment
 Women need not move away from home to join it
 Sense of ownership given to women
 No special skills needed to be successfully carry out operation
 A cooperative venture “for women, by women, of women”

12. ROADBLOCKS
• Not everything went smooth:
Production had to be halted due to Mumbai’s moist climate
• Such roadblocks made founding members better
prepared:
 they solved the problem by buying a cot and a stove
 As members grew & place became constraint  distribute
kneaded flour to members to prepare papad at home

13. VALUE CREATION
• Monetary value creation:
 Year 1: Rs. 6196
 Year 3: Rs. 1.82 lakhs
 Current figures: Rs. 300 crores (Rs. 12 crores export)
 Annual profit: Rs. 7 crores approx (2004 figures)
• Something beyond monetary contribution…
 Way to integrate women with the income generation
process at such a mass level
 Honing of skills and capabilities
 Reducing the patriarchal biases
 Unlike prior attempts, women as driver of their
empowerment

14. THE FAMILY CONCEPT

15. EMPOWERING WOMEN
• Something beyond monetary contribution…
• Employment opportunities without leaving homes, flexible schedules
• Transformation of life of around over forty thousand women through its
unique work ethics
 Linked social advancement to women empowerment
 Emphasis on having women from disadvantaged section
 Preventing expansion of inherent gap between rich/poor
 Average monthly salary of its members: above Rs. 3000/-

16. SOCIAL RESPONSIBILITY
• Since venture was based on sound principles,
members contributed in many activities as:
 Increasing availability of health care for their families
 Providing scholarships to their children
 Cooperating in building homes of each other
INDIRECT IMPACT:
Lijjat Products: Good quality affordable for masses
Enhanced social/cultural harmony beyond work-place
Active contribution to health, education & social service

17. SOCIAL RESPONSIBILITY
• Extending wealth acquired to social cause; few
examples:
 1979: First ever tarred (pucca) road built with help of Lijjat
 Educational and Hobby centers set up to teach skills as:
typing, cooking, sewing, knitting and toy making
 Rehabilitation work for earthquake affected in Chincholi
(Jogan): Financed construction of 50 houses for them
 Again, provided Rs. 50 lakhs aid for Bhuj earthquake
affected people

18. Assessing Impact & Effectiveness…
• Positions itself as: “A symbol of women’s strength”
• Created employment opportunities for over 40000
women in last 49 years
• Not only employment, gave them opportunity to
transform their way to live
• Equality and justice promoted by Profit-Contribution
schemes

19. PRESENT SCENARIO

20. Assessing Impact & Effectiveness…
• Sustained for such a long period as a profitable
venture itself proves a point for itself
• The most quantifiable assessor: Total sales of over
Rs. 3 Bn
• Organic growth (slow but steady) in a holistic way:
 No. of employees
 Achieving economies of scale (without blind automation)
 Achieved economies of scope
 Vertical integration of various process

21. Assessing Impact & Effectiveness…
• Economies of scale (without following blind
automation):
 Less emphasis on automation of processes
 Rather, achieved it through increased involvement of
women members
 Allowed members to work from their own place
 Expansion in various cities/states: 67 branches and 35
divisions

22. Assessing Impact & Effectiveness…
• Economies of scope (diversification):
 Lijjat started diversification in fields related to papad
making
 The products needed similar raw material or skills
 The existing supply chain was used very efficiently
 Khakhra, spices, wadi, wheat flour, bakery items are few
examples
 Major step to diversify in 1988: Introduction of Sasa Soap
 Again, identified opportunity: Soap market in India, then
rose by 15% YoY

23. Assessing Impact & Effectiveness…
• Vertical Integration:
 Large scale production  Make rather than Buy
 Various processes like:
 Flour mills
 Print division
 Polypropylene packing
were undertaken
 Aimed at supporting production processes without
incurring extra cost

24. Assessing Impact & Effectiveness…
• Attracted international trade opportunities:
 Late 1980’s: Started exports
 1996: VP of Uganda visited with a view to setup such a
venture
 Over Rs. 12 crores of exports
• A few set backs at various times:
 Initial attempts to expand by opening branches went
unsuccessful
 Ownership issues cropped up
 Issue of duplicate players
 Levying of taxes of Sasa Detergent’s sale

25. Assessing Impact & Effectiveness…
• But, overall a venture that created high positive
social impact
• Acknowledgement by various authorities:
 “Best Village Industries Institution“: from KVIC for period
1998-99 to 2000-01
 Business Woman of the year in 2002
 PHDCCI Brand Equity Award in 2005

26. Manager
Member-Sisters
Assistant Manager
Workers