Mother Earth is a social brand that offers handcrafted Indian products while providing livelihoods to rural artisans. It has a vision of connecting rural skills to urban markets equitably. Currently, it has 7 stores and sells various handicrafts, clothing, food, and home products made by artisans. Mother Earth plans to expand through a franchise model. It analyzes customer preference and perceptions to improve. It also develops strategies to upgrade crafts, expand organic foods and furniture, and explore new ventures like organic beauty products.
- overview of mamaearth
- about of mamaearth
- mission of mamaearth
- Award
- history of mama earth
- product category
- market strategy
- SWOT Analysis
- Competitors
- growth of mamaearth
- Future Plane
- overview of mamaearth
- about of mamaearth
- mission of mamaearth
- Award
- history of mama earth
- product category
- market strategy
- SWOT Analysis
- Competitors
- growth of mamaearth
- Future Plane
Inception of an Organic Food Company - Horizon 'Spot The Case' Final RoundMd Abrar Jahin
Horizon 'Spot The Case' Final Round
Team Name: Rolling Stone
Team Leader: Md. Abrar Jahin
Team Member: Anik Kumar Saha
Institution: Khulna University of Engineering and Technology, Khulna, Bangladesh
Department: Industrial Engineering and Management
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started with developing products like Organic Face wash, Body wash, Organic Hair oil and Herbal soap.
With increase in buying capability, raising concerns for health safety, growing consumer awareness
about the hazards caused by synthetic chemicals and increasing green consciousness the demand for
organic cosmetics is on rise. This company will target similar women who are conscious about their skin
health and believe in looking good naturally. The primary marketing objective is to capture
approximately 10% of organic cosmetics market in Bangladesh within the next 5 years, increasing the
company’s annual sale to nearly 20 million
This is a project created by students pursuing Masters of Arts in Entertainment, Media and Advertising in KC College, Mumbai under the guidance of Professor Mr Chetan Dubey. This project had being declared as the best project amongst 8 teams .
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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➢ Winner [CROSS] Tour in HCM
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➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
1. STRATEGIC MANAGEMENT
Strategy for Mother Earth
Deepak Sharma
Harbinder Singh
Pavan S K
Praveen P.
Pushkar Choudhary
Siddhardha Pendyala
Snigdha Smitahasini
Vikas Sharma
Presenting
Team
2. VISION, MISSION & GOALS
VISION: Connecting rural livelihood skills to
urban markets in an equitable way.
MISSION: To enhance and create rural
artisanal livelihoods through marketing of
contemporary designed artisanal produce, such as
food, apparel and home products, for urban
markets, wherein producers own equity, in the
production and retail brands.
CORE VALUES: Transform the lives of rural
producer communities, by integrating them
sustainably into the larger consumption economy
through a for profit institutional model of ownership
integrated with design, production and marketing
4. FOUNDATION
A social brand, Mother Earth offers consumers the best of
the Indian natural hand crafted products while
simultaneously providing livelihoods to the rural artisans
and laborers of India.
Mother Earth is a brand with a deeper essence. To the
customer it is not just about merchandise, but a promise
that the brand offerings are natural and healthy and hence
safe and good for customer, society as well as for the
planet Earth.
Under the personal mentorship of Future Group
Chairperson, Kishore Biyani, the brand saw its true
potential, which in-turn reflected in customer
appreciation.
5. EXPANSION & SUCCESS
Mother Earth is an organization which is responsible
for the design, production and sales of products.
Products including furniture, gift items ,garments
(woven, embellished or stitched by rural artisans),
food (organic and natural), natural fiber products,
handicraft decor.
Currently we have 7 stores which are company
owned.
6. IDEA BEHIND MOTHER EARTH
India has a big institution of traditional
occupation, expert in the production of
everyday use products.
It is only natural that this talent base needs
to be explored further to produce modern
day products such as food, fashion and
home.
Mother Earth creates an ecosystem to make
this possible
9. PLANET, PEOPLE AND PROFIT
The franchisee route - is the best medium to
reach out to a wider customer base which is
why we wish to take it up for expansion.
We need a business partner who shares the
same vision and passion for retail and social
cause like we do.
And who also believes in triple bottom-line
concept ‘Planet, People and Profit’, not just
profit alone.
Our USP is that we have a right amalgamation
of „social retailing‟ and „main stream retailing‟.
Target Market - our presence was mainly in
metros; with a store in Mysore, we are entering
Tier II cities. With franchising, we expect to
expand our reach in Tier II towns.
Mother Earth is planning for expansion in
India
10. FRANCHISEE MODEL
Start-up investment cost
varies between ₹30-45 lakhs
Store size would be preferably
around 1,500-2,000 sq. ft
(carpet), either in a mall or in
main market places
Break even period is between
2.5 to 3 years and expected
ROI is between 30 to 35 per
Profitability with Sustainability
11. ORGANIZATION STRUCTURE
The organization consists of three entities
Industree Crafts
foundation
• Which supports
artisans in rural areas
with design and skill
development
Industree Crafts
Pvt. Ltd.
• They handle all
commercial activities
and have their own
production centers.
Industree
transform Pvt. Ltd.
• This entity takes care
of all back end
functions such as
sourcing,
procurement, sorting,
ware housing etc.
13. BUSINESS OVERVIEW
Home Décor
Personal accessories
Natural Fiber
Furniture
Organic Food
Clothing
14. INDUSTREE TODAY
Mother Earth – retail brand of Industree (2009)
Future Group investments (2010) close to USD 1.5M
(43%)
Grown to 10,000 artisans , 15 states, 8 stores, 16 Cr
revenue
Augment income through market linkages
Industree BIG‟s (Business Interest Groups)
Provide support (arrange loans @ 13-18% interest, PO, skill
trainings)
30% merchandise from BIG‟s, aim to grow to 50-60%
USD 1M – Grassroots Business Fund (initiative of World Bank
& IMF)
Distribution through e-commerce (myntra.com), plans to
enter wholesale market
Handicrafts contribute only 2% of global creative industry
Make craftsman part of the value chain
Net profit margins close to only 2% - To promote high
quality products at lower prices. SOURCE: MONEYCONTROL.COM,
15. SWOT ANALYSIS
Strengths
• Favourable trends - Approx. 85% of the
consumers willing to switch their brands. Also, 55%
of the consumers are also willing promote its
product, if it supports a good cause.
• Successful in getting foreign investments
• Tie-up with government agencies – NSDC,
JCI
• Strong backing of existing BIG‟s
• Apt positioning of brand in consumers
• Export of creative goods
Weaknesses
• Interruption in supply
• Quality control – meeting international
specifications
• Geographical hassles – lack of
coordination
• Organic farmers, higher costs for
organic foods
• Capacity and skills
• Poor technological upgrade
Opportunities
• Tap the „conscious customers‟
• Scale up stores, growth in volume (organic
food)
• Stringent government regulations –
environment
• International markets – enhance greater
share
• New products – diversification, bring more
BIG‟s under the umbrella
Threats
• Labor migration – losing skill
• Certification cost for organic farms
very high
• Natural calamities
• Cheap duplicates from China
• Import of natural fiber goods from
SEA
• Competition - FabIndia / Anokhi /
Craftsville / In The Pink
16. ‘PLAN-DO-CHECK-ACT’ CYCLE
Consumer feedback – VOC
Build trends to project future demand areas
Strategize to create a roadmap
Invest & develop into the profitable segments
PLAN
DO
CHEC
K
ACT
17. CUSTOMER PREFERENCE & PERCEPTION
Survey with 1000 customers through mail, 28 responses received
75% feedback at store & 25% by email
A formal internal monitoring system to gather information - needed
“For a change feel proud after shopping and not guilty” – customer comment
Natural fibre
products
Craft
products
Organic food Apparel
54%
50%
46%
50%
Natural fibre products Craft products
Organic food Apparel
15%
58%
27%
Exceptional Satisfactory Could be better
Train staff on products
Visual merchandising
Media coverage
Reduce prices
Better customer service
Reach to middle class
23%
8%
15%
31%
8%
15%
9%
20%
7%
15%
8%
18. PROPOSED STRUCTURAL CHANGES
More autonomy at the operating level
Leadership can focus on broader issues of
setting up retail stores, support
producers, enhance market links etc
Performance unit model can be adopted – key
growth areas (clothing, crafts, food)
19. CRAFTS AND ACCESSORIES
Development of strategy:
Upgradation – Product, Process, Function, New
markets
• Short term (< 3 yrs) –
• Strengthen „earth home‟- existing product line (jute
products)
• Medium term (3 – 5 yrs.) –
• Product variety - connect more artisans to market –
glass ware, stone sculptors, brass
works, gemstone, pottery etc
• Long term (> 5 yrs) –
• Interior decoration, office space design, eco living
etc
20. CRAFTS AND ACCESSORIES
Implementation of Strategy
Short term (< 3 yrs.) –
• Raw material de-bottlenecking – post harvest facilities, increased
availability of quality seeds, financial support
• North-east Development Finance Corporation (NEDFi)
• Jute Enterprise Development Scheme (soft loans-25% @ 1%, cost
< 10lacs)
• Scheme for North east Handloom & Handicrafts (soft loans-25% @
1%, cost < 20lacs)
• New source (1.87 Cr): NEDFi – Haat, participants with no marketing
outlet
• Oju Craft Centre, Arunachal Pradesh (experts in weaving)
• Mishing Weave, Assam
• Industree contribution – 20 day training @ R&D centre, Khetri on
water hyacinth development program, support mechanization
projects,
• Strengthen exports – Pier Europe, Ikea, Crate & Barrel
• Quality control
• Ownership by producrers
21. CRAFTS AND ACCESSORIES
Implementation of Strategy
• Medium term (3 – 5 yrs.)
• Social workshops - awareness, motivation
• Reduce dependence on captive market, move up the value
chain, producer owned brand (shop-in-shop)
• E.g. Glassware:
• Focused funding - micro credit
• Set up collection center, logistics - Firozabad, UP
• ID cards, toll free numbers, insurance, basic training (packing, designs)
• Long term (> 5 yrs.) –
• Collaborate with National Skill Development Corporation to set
up skill development company – 2 lac producers to benefit in
10 years
• Grow to 25 stores, target Rs 160 Cr through expanded
product offering
• Concept of eco-sensitive living – help build self-sustaining
homes (solar, ventilation, water conservation), resorts
22. ORGANIC FOODS
Development of strategy:
Short term (< 3 yrs.) –
• Mother earth brand for organic foods, organic dairy
products
• Help increasing awareness about organic food, organic
dairy products
Medium term (3 – 5 yrs.) –
• Independent organic food stores
• Help increasing the production of organic foods, organic
dairy products
Long term (> 5 yrs.) –
• Supply organic food to restaurants
• Grow organic food consumption beyond the Metro cities
• Help the transition from non-organic to organic foods for
masses
23. ORGANIC FOODS
Implementation of Strategy
Short term (< 3 yrs.) –
• Contract farming
• Sell organic food with the Mother Earth brand
• Tie-up with big retailers (e.g. HyperCity) to sell
organic food
• Tie-up with Future Supply Chains for logistics.
Medium term (3 – 5 yrs.) –
• Work with OFAI to raise awareness about
organic food
• Contract / Co-operative farming
• Help farmers in the certification process for
organic farms
• Set up independent organic food stores (own
stores)
24. ORGANIC FOODS
Implementation of Strategy
Long term (> 5 yrs.) –
• Set up air-conditioned warehouses, boost up own
logistics
• About 20 per cent of all foods produced in India (₹ 500 B)
are wasted due to the lack of cold chain infrastructure.
• Government of India allows foreign equity participation of
51% for cold chain projects
• More organic food stores through franchisee model
• Open organic food stores in Tier-II cities
• Help increasing production of organic dairy
products
• Demand for milk expected to rise to 180M tonnes by 2021-22
• Tie-up with restaurants to supply them organic food
• Increasing exports (with APEDA)
• Indian Organic Food exports grew by 33% YoY (2010 to
2011) to USD 157M
• Global Organic Food market expected to be worth USD
105 B by 2015
25. FURNITURE PRODUCTS
Solid Wood furniture products are
preferred by home buyers in India.
85% of all furniture production in India is in
unorganized sector
No clear records of the number of artisans
– reports vary from 100,000 registered
wood ware units and more than 200,000
artisans
India is net importer of timber, typically
from East Asia / Africa and organized
sector also imports finished furniture
products from West.
26. FURNITURE PRODUCTS
Implementation of Strategy
• Set up the Short term (< 3 yrs.) –
• Create a Mother earth „Green‟ Brand for furniture
• Ensure immediate supply by creation of SHG‟s in
tribal areas.
• Medium term (3 – 5 yrs.) –
• Ensuring supply – promoting local agro forestry
plantations.
• Introduction of non-traditional wood sources to
artisans – e.g. Rubber wood
• Tie up with Tourism resorts promoting „ethnic‟
experiences
• Long term (> 5 yrs.) –
• Scale up supply , possible expansion of Indus Tree
Craft foundation model to countries where timber is
available.
• Training workshops for new designs – office /
corporate furniture products
28. ORGANIC BEAUTY PRODUCTS
NEW VENTURE…….
Strengths
• Visible shift in universal trend from synthetic to herbal Products
• Nature has bestowed our country with an enormous wealth of
medicinal plants
• India has often been referred to as the Medicinal Garden of the
world.
• Increasing realization of the side effects of allopathic medicines
Weakness
• Get the raw material
• Funding from multiple source
• Strong back end support
29. ORGANIC BEAUTY PRODUCTS
NEW VENTURE…….
Opportunities
• India has a vast and rich resource of herbal raw materials and it can create a
niche for itself in the global herbal market if the domestic industry produced
quality products of international standards
• Annual turnover of the Indian herbal industry about Rs. 7,500 cr.
• Current Growth rate is more than 15%
• Small-scale players in the sector are likely to witness brighter times ahead
Threats
• Existing Players in the Industry like Shahnaz Husain , VLCC, Himalayan
, Lotus etc
• Customer Acceptance to a new brand
• Natural Calamity may hamper production & Transportation
30. ORGANIC BEAUTY PRODUCTS
Development of strategy:
• Short term (< 3 yrs.) –
• Skin care products
• Hair care products
• Medium term (3 – 5 yrs.) –
• Health care Products
• Long term (> 5 yrs.) –
• Beauty Salons
• Spa
31. PERSONAL CARE
Development of strategy:
• Short term (< 3 yrs.) –
• Skin care products
• Hair care products
• Medium term (3 – 5 yrs.) –
• Health care Products
• Long term (> 5 yrs.) –
• Beauty Salons
• Spa
32. PERSONAL CARE
Implementation of Strategy
• Short term (< 3 yrs.) –
• Get a team of experts to prepare the formulas from natural resources
• Blend natural ingredients with the science of dermaceuticals for
clean, non-toxic products that offer visible results.
• Get the raw materials from multiple sources
• Set up the workshop for production
• Medium term (3 – 5 yrs.) –
• Tie up with suppliers for health care material
• Set up production plant
• Long term (> 5 yrs.) –
• Set up for beauty Salons & Spa
• Tie up with suppliers, strengthen the production capacity
• Funding from bank & foreign investors
33. PRODUCT LINE
Aloevera Gel and Powder
Herbal Natural Essential Oil (Super Critical Liquid
Carbon Dioxide Process)
Essential Oil from Rose Flowers
Herbal Cosmetics
Herbal Extracts
Sennosides from Senna Leaf
34. DETAILED PROJECT PLAN
Product
Plant
capacity
Plant &
Machinary
Working
Capital
T C I
Aloe Vera Gel and Powder 50 Kg/day Rs 55 Lakhs Rs 17 Lakhs Rs 120 Lakhs
Herbal Natural Essential Oil
(Super Critical Liquid Carbon
Dioxide Process)
52 Kg/day Rs 76 Lakhs Rs 67 Lakhs Rs 190 Lakhs
Essential Oil from Rose Flowers 400 ml/Day Rs 8 Lakhs Rs 4 Lakhs Rs 29 Lakhs
Herbal Cosmetics
1.83
Tonnes/Day
Rs 11 Lakhs Rs 10 Lakhs Rs 26 Lakhs
Herbal Extracts 1000 Kgs/Day Rs 45 Lakhs Rs 93 Lakhs Rs 186 Lakhs
Sennosides from Senna Leaf
1500
Kgs/Annum
Rs 7.2 Lakhs Rs 5 Lakhs Rs 35 Lakhs
Rs 202.2 Lakhs Rs 196 Lakhs
Rs 586
Lakhs
Total Capital Investment of Rs 5.86 Cr.
Break even in 2 years
35. STRATEGIC CONTROL
Monitor fund utilization – social
audit – volunteers – grass root
level
Incremental analysis –
surveillance, ROI, market demand
– fund managers, cost accounting
Trial of new initiatives with pilot
projects
Alter plans – unexpected events –
change in socio political
conditions, natural calamities
36. SOCIAL AUDIT
The artisan gets ₹58 (US$ 1.38) of every ₹100 (US$
2.37) from the sales.
The median monthly income per producer has
increased by ₹1000 (US$ 23.78)
Since its inception the number of artisans that the
organization has been involved in have tripled.
Profits increased 4 times since inception
A large proportion of these profits are ploughed back
into the business as capital advances to artisans.
A conscious effort to have a broad based and
geographical diverse producer base that is
economically viable.
SOURCE: MONEYCONTROL.COM,
37. EVALUATION OF STRATEGY
Surveys
Pilot project evaluation
Customer connect
Channel partner evaluation
40. INDUSTREE CRAFTS / MOTHER EARTH
Introduce 20 shops in next 3 years.
Currently there are 4 shops of 10,000 Sq. ft. each
Need to expand to 12 similar stores and 25 stores of
1000 Sq. ft. size.
Current revenue per square feet is Rs. 800
Revenue split up in order is Big shops (60%), Small
shops (20%) , SIS (10%) , Rest (export etc.) (10%)
Total Cost split up – Mother earth( 70% retail stores
(rent etc.) , 8% head office) , Transform ( 6.5% head
office , production center (machines etc.) 7.5% ,
Foundation ( 2.5% group enterprise, 3.5% consultancy
firm expenditure)
Sales target currently Rs. 5 crores. Future plans for
Rs. 160 crores
SOURCE: MONEYCONTROL.COM,