The document discusses the history of demonetization in India. It summarizes that in 1978, the Janata Party-led government under Prime Minister Morarji Desai demonetized banknotes of Rs. 1,000, Rs. 5,000 and Rs. 10,000 with the goal of curbing black money, similar to the Modi government's 2016 demonetization. While the impact was limited due to India's less developed economy and banking system at the time, it set a precedent for the 2016 policy over 35 years prior.

1. What ismonetizationplaninIndia?
The Indiangovernmenthasannounceditwantsto raise $81 billion(€68.5 billion) bymonetizing
government-ownedassetssuchas land, roads and stadiums.It wantsto do thisinfour years
between2022 and 2025 underthe National MonetizationPipeline(NMP) program.
The NMP is a new scheme to establishstructuredcontractual partnershipsbetweenthe
governmentand private players and therebygenerate sustainable infrastructural fundingby
monetisingcore brownfieldinfrastructural assets,thatis,assetswhere operationalinfrastructure
has alreadybeenbuilt.
Unlike privatisation,which seekstosell state-ownedcompaniestothe private sector,or
disinvestment,inwhichsharesof publicsectorunitsare soldtonon-state firmsorindividuals,the
National MonetisationPipelineseekstodosomethingelse.
Monetizationis the processof derivingrevenue fromthe value you offerto your users.Your
product– if it's a product worthusing – is deliveringmeaningfulvalue toitsusersinsome way.It's
onlynatural therefore thatyoucan expecttoreceive somethinginreturn –includingrevenue
Historyof monestisation:- Tughlaq is a 1964 Indian Kannada language play written by Girish
Karnad. The thirteen-scene play is set during the reign of Muhammad bin Tughlaq. It was first
staged in Urdu in 1966, as a student production at National School of Drama.Most famously, it
was staged at Purana Qila, Delhi in 1972.[6]
In 1970, it was enacted in English in
Mumbai.[7]
Tughlaq, a 13-scene play been written by Girish Karnad focussing on the 14th century
Turko-Indian ruler is both a historical play as well as a commentary on the contemporary politics
of the 1960s. The Times of India comments:[8]
"In the play, the protagonist, Tughlaq, is portrayed
as having great ideas and a grand vision, but his reign was an abject failure. He started his rule
with great ideals of a unified India, but his degenerated into anarchy and his kingdom."
Contents
 1Plot
 2Characters
 3Allegory of the Nehruvian era
 4Historical play
 5Symbolism
 6Bibliography
 7References
 8External links
Plot
As the play opens, the reader is introduced to the court of Mohammad Bin Tughlaq, a
Muslim Sultan (Emperor). Tughlaq declares that he is shifting his capital
from Delhi to Daultabad (also known as Deogiri). Daultabad is in south India and at a long
distance from Delhi. He has two purposes behind this decision. First, it will help him to rule over
southern part of India effectively and increase fraternity and unity among Hindus and Muslims as
Daultabad is a Hindu majority city. Second, it will help him saving his capital against the attacks
of Mongols from the north.
A man named, Aziz appears in the court. Aziz has changed his identity from a Muslim to a Hindu
with a definite purpose. Tughlaq is well known for Secularism. Despite being a Muslim Sultan,
Tughlaq shows a great heart towards the Hindus. He desires himself to be seen as an idealist
who wants a unity between Hindus and Muslims. In order to win hearts of Hindus, he favors
Hindus more in his decisions and policies. So Aziz takes the name as Vishnu Prasad, a
Hindu Brahmin. He has filed a case against the sultan Tughlaq for acquiring his land unfairly. He
is given a handsome amount on the name of land acquisition. Later in his court, He invites the
public to get settled in Daultabad. He doesn’t force the public but leave on them at their own will

2. whether to move or to remain there. Aziz, with his friend Aazam, plans to cheat people and get
money on the way to Daultabad.
The scene shifts, as now Tughlaq is playing chess in his private chamber. His stepmother
appears. She is quite concerned about his eccentric approach in his administration. It is also
revealed that Tughlaq had murdered his father and his brother in the past to get to the throne.
She scolds him for his negligence towards the uprising led by Ain-ul-Mulk, an old friend of
Tughlaq. Ain-ul-Mulk has now turned into an enemy. He is marching with his thirty thousand
soldiers to attack the state. On the other hand, Tughlaq has only six thousand soldiers. If the
battle takes place, his defeat is quite certain. His stepmother asks Ziauddin Barani, a historian of
that time, to keep Tughlaq away from the company of foolish advisors and councilors.
Sheikh-Imam-Uddin, another character, appears on the stage. He doesn’t like the Sultan at all. In
fact, he incites the people against Tughlaq for his eccentric decisions. Tughlaq himself is well
aware of the fact that Sheikh has ill desires against him. Tughlaq calls him and asks him to visit
Ain-ul-Mulk with a proposal for peace. Sheikh is asked to be dressed as a royal person and is
sent on an elephant. Tughlaq has done this with an intention. Later news comes that Sheikh-
Imam-Uddin is murdered. He was mistaken for Tughlaq by the enemies for his royal dress and
riding on elephant. Ratan Singh reveals that it was Tughlaq’s plot. This incident comes as a first
instance of the dark side of his character.
Ratan Singh, Amirs and Sayyids are planning to murder the Sultan as there is no other way left
for them to stop his foolish acts. They argue about Daultabad city and its Hindu majority
population. They persuade Sihabuddin to join them. But he hasn’t made up his mind yet. They
plan to murder him during the prayer. Later their plan is revealed, they all are caught and beget
death sentence. Tughlaq orders for their dead bodies to be hanged in public. He takes another
ridiculous decision to have currency minted on copper and brass metal. Adding more to his
foolishness, he declares that the all coins will have an equal value, no matter whether the coin is
made of gold, silver, copper or brass. He also announces a ban on prayers. Even people now
start terming him as a foolish Sultan. Now Tughlaq wants to shift there as early as possible. On
the way, many people die of hunger, diseases and for other reasons. Aziz appears with his friend
Aazam and tells him how to make others fool and extract money.
Now the scene shifts to Daultabad. It is reported that Najib, a confidante and an advisor of
Tughlaq, is murdered. His stepmother comes and scolds him that the economy of the state is
collapsing as the people have minted so much fake currency on copper and brass. They have
exchanged it for gold and silver coins. So his foolish decision is to be held accountable for this
crisis. But Tughlaq is frustrated by Najib's murder. So many people, whomever he suspects, are
executed . Finally it is revealed that Najib was poisoned by Tughlaq’s stepmother. When Tughlaq
comes to know about this, He orders to arrest her. She is punished by pelting stones on her until
she dies. All such decisions are presented as the severe frustrations of his mind.
It is announced to the public that when Ghiyasuddin-Abbasid arrives, the ban on the prayers will
be lifted. But the people are no way interested in it as they are dying of hunger. The life of
common man is devastated. But Tughlaq is preparing for Ghiyasuddin-Abbasid’s welcome. Aziz
appears and murders Ghiyas-uddin-Abbasid. Now Aziz disguises himself as Ghiyas-uddin-
Abbasid with a motive to fudge the Sultan. Aziz manages to deceive Tughlaq with his new
identity. Later Aazam is murdered and somehow, his true identity is revealed to Tughlaq. Now
Aziz tells him everything whatever he had done in past to cheat him. The revelation of these facts
really impresses Tughlaq. He appoints him on a powerful position in his court. Having taken this
decision, Tughlaq goes to sleep. When he wakes up, he realizes himself as he has gone mad.
The play ends here.
Characters
 Mohammad Bin Tughlaq - The Emperor
 His Stepmother
 Aziz - A shrewd man who deceives Tughlaq with his disguise
 Aazam - Friend of Aziz and his partner

3.  Najib - An advisor and confidante of Tughlaq
 Sheikh-Imam-Uddin - A critic of Tughlaq's foolish acts
 Sihabuddin -
 Ain-ul-Mulk - An old friend of Tughlaq who, later, turned into an enemy
 Ratansingh - Adopted brother of Shihab-ud-din
Allegory of the Nehruvian era
Goodreads comments:[9]
"Tughlaq written by Girish Karnad in 1964, is his best loved play, about
an idealist 14th-century Sultan of Delhi, Muhammad bin Tughluq, and allegory on the Nehruvian
era which started with ambitious idealism and ended up in disillusionment."
Historical place
Prof. Asha Kuthari Chaudhuri then of the Gauhati University at Guwahati, has said[10]
of the play:
"Tughlaq is based on the life and story of Mohammad-bin-Tughlaq -- the most controversial ruler
of the Delhi sultanate. Tughlaq is defined as a historical play because the chief protagonist is a
character taken from history and the play documents a series of past events that took place
during the reign of Mohammad-bin-Tughlaq. Tughlaq can also be considered as a political play
as it represents the reign of a king and his various moves to unify the Hindus and Muslims, and
establish a just kingdom in Delhi."
Symbolism
Writing in 2012, the research scholar M. Jagadeswari, argues:[11]
"Girish Karnad is the foremost
playwright of modern India. Tughlaq, his second play, is a historical play replete with
symbolism.... In the play, the symbols have a myriad of origin as well as forms. He used symbols
to represent universal thoughts and emotions. His use of various symbols in the play such as
Chess, Aziz and Aazam, Prayer, Python, Daulatabad, Rose and birds like Vulture add greater
emotional and associative significance."
Bibliography
 Tughlaq (Marathi), Tras. Vijay Tendulkar. Popular Prakashan Pvt. Ltd. ISBN 81-7185-370-6.
 Yayati (Hindi). Tr. by B. R. Narayan. Rajkamal Prakashan Pvt Ltd, 2008. ISBN 81-7119-627-
6.
References
1. ^ "Tughlaq: A historical play". The Times of India. 11 March 2014. Retrieved 2 June 2016.
2. ^ Manikutty, S; Singh, Sampat (5 November 2014). "Girish Karnad explores Tughlaq's
character". The Economic Times. Retrieved 2 June 2016.
3. ^ Dharwadker, Aparna (1995). "Historical Fictions and Postcolonial Representation: Reading
Girish Karnad's Tughlaq". PMLA. 110 (1): 43–58. doi:10.2307/463194. ISSN 0030-8129.
4. ^ Ghosh, Paramita (27 May 2017). "What Girish Karnad's play Tughlaq says about India's
politicians". Hindustan Times. Retrieved 3 September 2017.
5. ^ Sengupta, Ashis (2003). "Being and Role-playing: Reading Girish Karnad's "Tughlaq"". Indian
Literature. 47 (1): 161–173. JSTOR 23341740.
6. ^ Ghosh, Paramita (26 May 2017). "What Girish Karnad's play Tughlaq says about India's
politicians". Hindustan Times. Retrieved 10 June 2019.
7. ^ Karnad, Girish; Anathamurthy, U.R. (2015) [1971]. "Introduction". Tughlaq: A Play in Thirteen
Scenes. NewDelhi: Oxford University Press. pp. vii–x. ISBN 0-19-560226-9.
8. ^ "Tughlaq: A historical play - Times of India". The Times of India. Retrieved 11 June 2019.
9. ^ "Tughlaq A Play In Thirteen Scenes". www.goodreads.com. Retrieved 10 June 2019.
10. ^ Vidya-mitra (11 April 2017), Recreating the Past: Girish Karnad’s Tughlaq (ENG), retrieved 10
June 2019

4. 11. ^ Jagadeswari, M. (4 April 2012). "A Perspective on Symbols in Girish Karnad's
Tughlaq" (PDF). Language in India. Retrieved 10 June 2019.
External links
 Recreating the Past: Girish Karnad’s Tughlaq (ENG)
 enotes: Discuss themes and issues in Girish Karnad's Tughlaq
 What Girish Karnad’s play Tughlaq says about India’s politicians
 Girish Karnad's play Tughlaq as a historical play
 Times of India photogalley of Tughlaq, directed by Prabhat Kumar Bose, staged at Sangeet
Natak Akademi in Lucknow.
41 years ago, Morarji
Desai’s govt also
demonetised high value
banknotes
MAHUA VENKATESH 16 January,2019 12:01 pm IST
Rs 1,000 notes that were banned after demonetisation | Photo:
Flickr | Gopal Vijayaraghavan
On 16 January 1978, the Janata Party-led government
demonetised Rs 1,000, Rs 5,000 and Rs 10,000 banknotes
to weed out black money.
In 2016, when the Narendra Modi government demonetisedhigh-
value currency notes of Rs 500 and Rs 1,000 overnight, the shock 8-
November move was called “unprecedented”.
However, in Independent India, the NDA government’s move does
have a precedent.
Exactly 41 years ago, on 16 January 1978, Prime Minister Morarji
Desai’s government too demonetised high denomination banknotes.
As part of its move, the Janata Party-led government announced
that Rs 1,000, Rs 5,000 and Rs 10,000 banknotes would not be
treated as legal tender after banking hours on that day. It also

5. decided to keep all banks and their branches besides treasuries of
governments closed for transactions the followingday, 17 January.
The intention was exactly what the Modi government had claimed
too — to weed out black money from the system.
The exercise and impact
The Morarji Desai government had brought in the High
Denomination Bank Notes (Demonetisation)Act, 1978 to
implement the exercise.
Desai was aided by his finance minister H.M. Patel. Former prime
ministerManmohan Singh was finance secretary at the time.
I.G. Patel, the Reserve Bank of India (RBI) governor at the time,
was not in favour of the move.
Much like the demonetisation exercise of the Modi government,
depositors who had made any false declaration could be punished
with a fine or even imprisonment for a term of three years under the
Act.
The decision led to a sharp drop in prices of commodities and gold.
However, the overall impact of 1978’s demonetisation was limited
as the Indian economy of the time wasn’t a mature one.
“Large number of Indians were left outside the banking net and less
than 15-20 per cent of cash in circulation was sucked out compared
to 86 per cent in 2016 — very few were in possession of high
denomination currency notes. Naturally the impact was minimal,”
said a retired public sector bank chairman who didn’t wish to be
named.
Besides, ATMs were still not a reality in India.
The larger intent, however, of weeding out illegal money, wasn’t
met.
Also read: Before demonetisation, Modi govt nudged RBI to
introduce ‘shagun’ Rs 11, Rs 21 bank notes
Past instances
Another demonetisation exercise was carried out in India while still
under British rule in 1946 — with the same aim.
At the time, banknotes of Rs 1,000 and Rs 10,000 were withdrawn,
but they were brought back into the system later by the RBI.

6. Product Monetization
Strategies
by Richard Holmes
Bridging the gap between creative and
commercial thinking
Does generating revenue matter?
A business is a repeatable process that makes money. Everything else is a
hobby.
—Paul Freet, Commercialisation Expert
This is a neat way of summarising the definition of a business. But is it
true? Does making money actually matter?
If a product has no monetization mechanisms built into it, it’s usually (but
not always) 1 of 3 things:
An experimental product / department inside a well-fundedlarger
corporate which can afford to lose money
A venture backed startup which has yet to monetize in any meaningful way
but has the necessary funds to keep the lights on and is demonstrating
growth
A side project you work on for fun which may never become a business.
And that’s OK.
Ultimately, if a product is to succeedas a business it needs to prove it is a
business.
And the only way to do this is to generate sufficient revenues to either pay
the bills, pay investors or to incentivise investors to put more money into
the business on the premise that revenues will ultimately one day increase
to the point where the business becomes viable.
Having spent a few years working in the advertising industry where the
monetization of everything is secondnature, it’s often been fascinating to
work with folks who not only struggle to think commercially but also
actively avoid exploring ways to monetize products and generate revenue
because doing so somehow makes them a bad person who is fixated on
cash.
What is monetization?
The word monetization sounds dirty, doesn’t it? It sounds like you’re
planning to exploit your product’s users in some way to dupe them into
paying for something they don’t want in order to generate cold, hard, evil
cash.

7. The same thoughts appear when you ask someone to think of salespeople,
selling – or the opportunity to pursue a career in sales. The thoughts that
spring to mind are of somehow being tricked into buying something you
don’t want.
Sales is dirty.
Money is dirty.
‘Monetization’ is very dirty.
Sure, there are plenty of examples of where companies have gone too far in
monetizing their product, invading users privacy and destroying the user
experience, but that’s monetization and sales done badly.
Monetization is the process of deriving revenue from the value you offer to
your users.
Your product – if it’s a product worth using – is delivering meaningful
value to its users in some way. It’s only natural therefore that you can
expect to receive something in return – including revenue. This revenue
may or may not come from yourusers but it’s fair to suggest that in
exchange for the value you offer and deliver to yourcustomers, you can
expect to be able to derive some form of remuneration from somewhere in
return.
The difference between revenue and profit
For over a decade, Amazon didn’t make a profit. It’s primary focus is – and
arguably always will be – to provide extreme value for its customers. How?
By offering the cheapest possible price on the goods it sells by cutting costs
and ploughing money back into the business to drive efficiencies where
possible.
Amazon could sit pretty on top of a huge cash pile but instead chooses to
enhance its value proposition by offering cheaper prices through razor thin
margins and loss leaders.

8. It’s large enough to experiment with new loss-making product ideas (Kindle
Fire Phone, anyone?), put competitors out of business and branch out into
web services because its commitment to delivering value through its core
business and not chasing profits is what continues to underpin its success.
Monetization, startups and the product lifecycle
Some products will have monetization mechanisms baked into their model
from day 1. Others will need to achieve scale before they have a solid
platform which can be monetized later.
Indeed, it’s arguable that too much focus on monetization in the early
stages of your startup could inhibit growth. Would you have an Instagram
account if you had to pay £5 a month for it? Wouldyou ever have tried
Spotify if the only option was to pay $9.99 a month?
Your monetization strategy is linked to the stage of your product’s lifecycle
/ business.
Some startups won’t focus on monetization at all. Instead, they may be
acquired purely on the basis of the technology they’ve built or the talent
they’ve recruited.

9. If you’re a startup and you know upfront that you’re not seeking to generate
meaningful revenues until you have reached X numberof users, make this
decision clear and set yourinvestment / growth goals based upon this.
Even if you don’t have revenue generation baked into your product from
day 1, it’s still worth considering what your revenue streams might be in the
future. If there is a no potential path to monetization in the future this can
be problem for your product and for your business.
Startups which struggled to find a path to meaningful
monetization
YPlan – the London-basedevents app, a simple, neat product with a
complex monetization mechanism. Acquired for a disappointing $3m after
raising more than $40m in VC funding.
Soundcloud – the struggling audio company has failed to find a way to
generate meaningful revenues. Its monetization mechanisms are muddled
and it continues to look for a buyeror funding amid fears it has just months
in business remaining.
Fab.com – the doomed ecommerce brand raised a ton of cash but a series
of maniacal pivots in an attempt to find a path to profitability ended in the
company being sold off at a huge loss to investors.
As former Fab.com CEO Jason Goldberg eventually put it: ‘You can’t pivot
your way to a business model’.
Guiding principles for monetizing your product without
pissing off your users
Product managers are burdened with having to walk the perilous tightrope
of achieving business results (including revenue targets), without pissing
off users. In fact, the challenge is greater than merely avoiding pissing off
our users; it is to make our users genuinely delighted, whilst the money
rolls in to keep our business / investors delighted – all at the same time.
There are a few guiding principles which are helpful to consider when
generating ideas on how to monetize your product:
Complement the userexperience
Think long term
Be creative
1. Complement the user experience
‘We don’t want to adversely impact the user experience’ – Product
Manager.
‘We fundyour salaries, dear.’ – Sales team.
If you’ve ever worked in an organisation which has a product and an
advertising (or other) sales team which are interdependent, you’ll know
that exchanges like this can be fairly commonplace. For the sales team,
their target is what matters most. Bad sales people will be more than happy
to bastardize their product to achieve revenue targets without considering
about how this may impact the userexperience. Good sales people will
understand that the key to long term revenue generation lies in the delicate

10. balance between achieving quarterly targets and building a product that
people still want to use.

12. I once worked in a team which ‘commercialised’ the homepage by selling a
£50k 1 day ‘home page takeover’ to McDonalds. This was an awesome deal
for the sales team. The additional revenue meant the team had reached
their target and would get a bonus. For the actual users of the site however,
this meant they would be greeted by a hideous McRib burger whilst
planning a luxury health spa trip. Hardly a complement to the overall
experience but on the flip side, arguably not so painful as to drive users
away forever.
How to complement the user experience
Where possible, monetization shouldat best complement the user
experience and at worst do nothing to negatively impact the user
experience:
If you’re selling ads or working with commercial partners, pick partners
which suit your target audience and can actively add to value to your users
Price your product in ways which make the jump from free to paid more
manageable and attractive for different segments of youraudience
Incentivise yourusers to give you the assets you need for monetisation by
giving them a choice. For example, if your product is an app, don’t force
your users to share contacts and personal data up front so you can sell

13. sponsorships. Instead, build a product which your users want to share with
other contacts and be honest and be up front about your commercial needs.
Before you commit to a monetization strategy, test the idea on a few users
and measure how this impacts the experience. Use yourNPS as well as
qualitative feedback to measure the impact. If the reaction is outrage,
consider alternative monetization methods.
2. Think long term
It’s easy to chase short term deals and revenue targets to achieve growth,
but the key to smart monetization strategies is to force yourself to think
longer term.
Sure, for startups this can be difficult. If you’re faced with an opportunity to
commercialise a part of your product which means you’ll get funded it
might make sense to take the cash and continue growing. However, be
aware that your decisions may have a long term impact on your key product
metrics.
3. Be creative
Monetizing yourproduct can be a stimulating, creative process. Forget the
conventional nonsense of advertising as being the only way to monetize
your product. There are plenty of creative, innovative ways to generate
revenues for yourproduct.
5 practical ways to monetize your product
Whetheryou work at an early stage startup or at larger corporate, being
able to quickly ideate monetization strategies is a powerful skill to have.
Here’s some suggestions on practical ways to monetize your product, along
with some examples for each:
1. Commercialize existing products or technology

14. You may be sitting on a trove of additional revenue streams without even
realising it. How?
Aside from the core value your product delivers to yourusers, yourbusiness
will no doubt have additional tools and technology which have been built to
support the infrastructure of your business.
For example:
You may have a top-notch set of customer service reporting tools which
connect to third party APIs and provide revenue forecasts for the next 2
months.
You may have an API which is being used only by your engineers internally
to perform a specific business function
You may have an invoicing automation algorithm / process which is being
used to generate global invoices in 25 currencies
These products or technologies are analogous to your core product
offerings but can and do provide value themselves.
Consider how you may take each of these products / services and
commercialise them in ways which may bring in additional revenues for
your business:

15. Are there other companies in your vertical or otherverticals who may need
the customerservice tools you’ve built?
Are there opportunities for making yourAPIs public or exposing these APIs
to 3rd parties and charging an ongoing fee for access?
Is it possible to take your invoicing automation technology and package it
into something more meaningful which can be accessed by external
customers?
Amazon’s AWS now accounts for a greater share of its operating income in
North America than its core ecommerce business, which is pretty
astounding. How did AWS start? It was originally built as an internal
product to support the infrastructure of its core business and then
commoditised into a product for external customers.
Working closely with your technical architect and conducting regular tech
audits can force you to take stock of all of the resource you have in your
organisation which can help you to consider ways in which you could
monetize these.
2. Subscriptions
Subscriptions work by offering ongoing value in exchange for ongoing
payments.
You can choose to only offeryour product through a subscription or you
can choose to upsell additional value through subscription models by
offering a multi tiered approach to yourvalue delivery.
Subscriptions are an attractive monetization mechanism because they are a
predictable and reliable source of income which will help with forecasting
and revenue modelling.
The vast majority of your users won’t want to pay for anything, so you
shouldtread carefully when considering introducing subscriptions.
Some questions to ask yourself before introducing subscriptions include:
Audience – is our audience willing and able to pay for a subscription-
based service?
Value – is our offering valuable enough for someone to pay £X per month
for ongoing access
Differentiation – is our product sufficiently differentiated to prevent our
customers getting a free or similarly priced alternative elsewhere?
Example 1: the newspaper industry

16. The newspaper industry has grappled with subscriptions for years, with
varying degrees of success.
Let’s consider 3 newspapers with 3 distinctly different approaches to the
subscription model: The Sun, The Guardian and The Financial Times.
The Sun
Originally free to read, The Sun introduced a paywall, saw visitors decline
sharply YOY, ditched the subscription and reintroduced free to read. A
resounding failure.
The Guardian
Has stuck with to free to read but in the face of declining revenues lookedto
alternative revenue streams including ecommerce and books. Recently
revisited the paid for subscription model but positioned it as a
‘membership’ – using language similar to the wikipedia’s donation
messaging, linking revenue to its ultimate survival as a business. Limited
success so far.
The Financial Times
Introduced a paywall with an allowance for viewing a few free articles a
month. The FT recently reported profits and its revenues are solid, thanks
in part to an increase in its digital subscriptions business. A success.

17. These 3 differing approaches to introducing a subscription model into the
same industry demonstrate how flexible and creative you can be when
introducing subscription models into your product. It’s clear that the FT is
best placed to succeed in the news subscription marketplace:

18. Example 2: SAAS businesses

19. In software as a service businesses, the recurring subscription model is the
most popular. The value i.e. the service that the software is providing, is
usually behind a paywall of sorts.
Selling SAAS on a subscription basis feels natural;
The transition from free to paid is typically through the completion of a
trial period which feels less forceful than transitioning from free to paid in
other verticals – including news / content sites.
SAAS products are typically sold B2B which means the buyeris typically a
business, not an individual, pushing up the cost per month and LTV
Providing the value proposition of your SAAS business solves a pain in a
differentiated way, it’s easy to see why the SAAS subscription business is
lucrative. Customeracquisition costs (CPA) and lifetime value (LTV) are
the 2 competing metrics that needto be optimised effectively in a SAAS
business to keep yourmonetization mechanism working.
Reducing subscription risks
The greatest risks with subscription models, particularly when introduced
as a hard paywall after a growing a userbase which is accustomed to free,
are that you:
Frustrate your userbase and force them to look elsewhere or

20. You are unable to convince them to pay in the first place (high CPA) or
that you fail to provide enough value to justify the price demanded (low
LTV).
Consider carefully which aspects of your product to offer as on a
subscription only basis, which segment of youraudience to sell this new
offering to and how much of yourvalue proposition should remain free.
3. Advertising / commercial partnerships
Commercialising content or products through advertising and commercial
partnerships sounds easy. Often, it’s not so simple.
Before you can commercialise anything you need an audience. If you have
an audience, advertising to them can risk alienating or outright offending
them to the point where they get up and go elsewhere.
The introduction of commercial content can either complement or
compromise the userexperience.
Users are largely ambivalent to seeing google ads appear in search results,
but these same users will get rightly pissed off when you start polluting
their $130 Google Home speakers with the same commercial content. Same
content, different context. And a different reaction from yourusers.
Introducing advertising and commercial activity is a delicate act. There are
many factors to consider:
The context – Is seeing an ad in this context going to cause a
disproportionate amount of friction / misery for the user? Google’s
controversial email targeted ads didn’t go down well. They felt invasive and
intrusive.
The brands – do you really want any brand to be associated with yours
even if they pay you the dollar you need? Consider the implications that
associating with another brand will have for yours.
The messaging – Inappropriate messaging can have a knock on effect –
either positive or negative – to your product / business.
The format – I’ll happily live with the occasional display ad online. What
drives me to tears however, is autoplay video ads. The ones with the volume
already turned up. I hate them – and I then hate the websites that allow
them.
The volume – 1 minute of ad breaks between episodes when catching up
with a TV series through video on demand platforms seems tolerable.
Sitting through 5 minutes of ads seems nightmarish.
The control – I might decide to sit through a 30 secondad break in
YouTube. I might not. Giving yourusers some degree of control over how
much commercial content they have access to will make them feel more
valued – and more in control.
Depending on the type of product you work on, commercialising specific
aspects of your product may be a proven part of yourexisting model. You
may have already proven that your users are happy to have certain aspects
of your product offering commercialised.

21. Introducing new commercial content is where you need to carefully
consider the overall experience. Whilst you may spend a lot of time actively
avoiding yoursales team, working closely with your advertising teams can
foster new ideas for monetizing existing and new products.
Advertising as an upselling tactic
Advertising and commercial partnerships can also be used as a tool for
upselling / upgrading to paid for, ad-free models of your product.
A certain proportion of your userbase will dislike the commercialised
version of yourproduct so much that they’ll pay you to get rid of the ads.
This is a double edged sword: on one hand it means you’re generating new
revenue streams (good), on the other hand the revenue is a byproduct of
the pain you’re clearly inflicting upon your users through advertising (bad).
4. Bundling and packaging products
You may find that your product suite includes disparate, stand alone
products which by themselves don’t amount to enough to generate
significant revenues. Bundling and packaging your products together into
new, unique offerings can help to generate new revenue streams.

22. Amazon Prime is a fine example of product bundling. For a nominal fee of
$x / month, you’ll not only get the core value – free next day delivery – but
you’ll also get:
Prime Now – one to two hourdelivery
Prime Video – unlimited streaming of thousands of TV shows
Prime Music
Prime early access
Prime photos
Kindle First
Twitch prime
Prime reading
Amazon is king of the bundle.
Look laterally across yourbusiness and ask yourself what other under-
utilised offerings does your product / business have? Can these seemingly
unrelated offerings be creatively bundled together to offer something new
or compelling to your audience?
Pricing your bundles attractively can help both you as the seller and your
customers as the buyer.
5. Selling services
There’s often a line drawn between products and services and businesses
will typically choose between the 2. Historically, a product is a tangible
form of value which can be bought and sold and a service is an intangible
form of value provided by human beings.
One definition is that a product is typically made then sold whereas a
service is typically sold then made.
Software companies are adept are blending the two into 1 offering so that
it’s not always clear what the distinction between a product and service
actually is.
Either way, looking at what services your product might be able to offer to
your existing or future userbase is a creative way to generate monetization
ideas.
Some examples include:
Offering a CV clinic service as part of yourjobs board website charged at an
hourly fee
Offering a returns label generation service as an upsell for your ecommerce
product charged at $X per label
Offering an add-on cleaning service for a holiday home rental website for
additional fees
How to get your organisation to think
commercially

23. Monetization strategies are part of a larger mindset shift towards becoming
more commercially savvy.
If you’d like your business or your team to become more commercially
savvy you won’t be able to change your organisation’s mindset over night,
but there are a few ways to prompt yourteams to think more commercially:
Commercial hackdays – Just like your engineering teams are focused
on building new stuff in hack days, a commercial hack day can take a
similar set up. Ask your teams to come up with 5 new ways to
commercialise aspects of yourbusiness. Involve everyone – including the
engineering teams (they’ll want to kill you) – and see what results you get.

24. Cross functional teams / culture – If possible, try to foster a cross
functional culture so that your commercial teams work closer with product
/ technology. If you can’t completely enforce cross functional teams (which
isn’t always suited to every company) at the very least make sure you catch
up regularly and factor commercial considerations into yourroadmap.
Linking roadmaps to commercial OKRs – When putting together
your product roadmap, link some of the features / items on the roadmap to
financial / revenue-basedgoals. Whilst the focus of a PM is first and
foremost on delivering value to your users, it’s important to remember that
product features will ultimately impact the bottom line, too.
Depending on the nature of yourorganisation, you may be extremely
commercially driven, not commercially driven at all or somewhere in the
middle.
Becoming more commercially savvy will allow you to bridge the gulf
between yourcommercial teams and product teams and no – it won’t
(always) turn you all into chest thumping, Wolf of Wallstreet wannabes.
Union Minister for Finance and Corporate Affairs, Smt Nirmala
Sitharaman, launched the asset monetisation pipeline of Central
ministries and public sector entities: 'National Monetisation Pipeline (NMP Volumes 1 &
2)'. NITI Aayog has developed the pipeline, in consultation with
infrastructure line ministries, based on the mandate for 'Asset
Monetisation' under Union Budget 2021-22.NMP estimates aggregate
monetisation potential of Rs 6.0 lakh crores through core assets of the
Central Government, over a four-year period, from FY 2022 to FY
2025.
Asset monetisation, based on the philosophy of Creation through
Monetisation, is aimed at tapping private sector investment for new
infrastructure creation. This is necessary for creating employment
opportunities,thereby enabling high economic growth and seamlessly
integrating the rural and semi-urban areas for overall public welfare.
Indicative Value of Monetisation Pipeline Year-wise FY 2022-25 (INR Crores)

25. Infrastructure Line Ministries
Roads, Transport and Highways
Railways
Power
Pipeline and Natural Gas
Civil Aviation
Shipping Ports and Waterways
Telecommunications
Food and Public Distribution
Mining
Coal
Housing and Urban Affairs
Sector-wise Monetisation Pipeline over FY 2022-2025
Imperatives for Core Asset Monetisation
The framework for monetisation of core asset monetisation has three key imperatives.
Monetization of 'Rights' not 'Ownership', Assets handed back to the government at theend of transaction life
Brownfield de-risked assets, stable revenue streams
Structured partnerships under defined contractual frameworks with strict KPIs & performance standards
This includes selection of de-risked and brownfield assets with stable revenue generation profile with the overall
transaction structured around revenue rights. The primary ownership of the assets underthese structures,hence,
continues to be with the Government with the framework envisaging hand back of assets to the public authority
at the end of transaction life.
Estimated Potential
The aggregate asset pipeline under NMP over the four-year period, FY 2022-2025, is indicatively valued at Rs
6.0 lakh crore. The estimated value corresponds to ~14% of the proposed outlay for Centre under NIP (Rs 43
lakh crore).
The top 5 sectors (by estimated value) capture ~83% of the aggregate pipeline value. These top 5 sectors
include: Roads (27%) followed by Railways (25%), Power (15%), oil & gas pipelines (8%) and Telecom (6%).
In terms of annual phasing by value, 15% of assets with an indicative value of Rs 0.88 lakh crore are envisaged
to be rolled out in the current financial year (FY 2021-22). However, the aggregate as well as year on year value
under NMP is only an indicative value with the actual realization for public assets depending on the timing,
transaction structuring,investor interest etc.

26. RELATED LINKS
Launch of the National Monetisation Pipeline
National Monetisation Pipeline
Monetisation Guidebook
Monetisation Asset Pipeline
Finance Minister launches the National
Monetisation Pipeline
Asset Monetisation programme has taken shape
because of the vision of Prime Minister: Finance
Minister
NMP estimates aggregate monetisation potential
of Rs 6.0 lakh crores through core assets of
Central Government
Posted On: 23 AUG 2021 5:45PM by PIB Delhi
Union Minister for Finance and Corporate Affairs, Smt Nirmala Sitharaman, today launched the asset
monetisation pipeline of Central ministries and public sector entities: ‘National Monetisation Pipeline
(NMP Volumes 1 & 2)’. The pipeline has been developed by NITI Aayog, in consultation with
infrastructure line ministries, based on the mandate for ‘Asset Monetisation’ under Union Budget
2021-22. NMP estimates aggregate monetisation potential of Rs 6.0 lakh crores through core assets of
the CentralGovernment, over a four-year period, from FY 2022 to FY 2025.
Volumes 1 and 2 of the report on NMP was released today in the presence of Vice Chairman (NITI
Aayog), CEO (NITI Aayog), and Secretaries of infrastructure line ministries included under the
pipeline—Roads, Transport and Highways, Railways, Power,Pipeline and NaturalGas, Civil
Aviation, Shipping Ports and Waterways,Telecommunications, Food and Public Distribution,
Mining, Coal and Housing and Urban Affairs—along with Secretary (Department of Economic
Affairs) and Secretary (Department of Investment and Public Asset Management).
Union Minister of Finance, while launching the pipeline, said, “The Asset Monetisation programme
has taken shape because of the vision of our Hon’ble Prime Minister who has always believed in
universal access to high-quality and affordable infrastructure to the common citizen of India. Asset
monetisation, based on the philosophy of Creation through Monetisation, is aimed at tapping private
sector investment for new infrastructure creation. This is necessary for creating employment
opportunities, thereby enabling high economic growth and seamlessly integrating the rural and semi-
urban areas for overall public welfare.” Smt. Sitharaman further enumerated the reforms and
initiatives undertaken by the current Government towards accelerated infrastructure development and
for incentivizing private sector investments. This included the recent ‘Scheme of Financial Assistance
to States for Capital Expenditure’, which incentivizes State Governments to recycle State
Government-owned asset for fast-tracking greenfield infrastructure.
“The strategic objective of the programme is to unlock the value of investments in brownfield public
sector assets by tapping institutional and long-term patient capital, which can thereafter be leveraged
for further public investments,” Vice Chairman, NITI Aayog, said during the launch. He emphasized

27. on the modality of such unlocking, which is envisaged to be by way of structured contractual
partnership as against privatization or slump sale of assets.
NMP is envisaged to serve as a medium-term roadmap for identifying potential monetisation- ready
projects, across various infrastructure sectors. CEO,NITI Aayog said, “The NMP is aimed at creating
a systematic and transparent mechanism for public authorities to monitor the performance of the
initiative and for investors to plan their future activities. Asset Monetisation needs to be viewed not
just as a funding mechanism, but as an overall paradigm shift in infrastructure operations,
augmentation and maintenance considering private sector’s resource efficiencies and its ability to
dynamically adapt to the evolving global and economic reality. New models like Infrastructure
Investment Trusts & Real Estate Investment Trusts will enable not just financial and strategic
investors but also common people to participate in this asset class thereby opening new avenues for
investment. I hence consider the NMP document to be a criticalstep towards making India’s
Infrastructure truly world class.”
NMP is a culmination of insights, feedback and experiences consolidated through multi-stakeholder
consultations undertaken by NITI Aayog, Ministry of Finance and line ministries. Severalrounds of
discussion have been held by NITI Aayog with the stakeholders. The pipeline has been deliberated at
length in inter-ministerial meeting chaired by Cabinet Secretary. This is therefore a whole of a
government initiative.
Secretaries of all infrastructure ministries affirmed their resolve towards achieving their respective
targets set under NMP,working jointly with NITI Aayog and Ministry of Finance.
As part of a multi-layer institutional mechanism for overall implementation and monitoring of the
Asset Monetization programme, an empowered Core Group of Secretaries on Asset Monetization
(CGAM) under the chairmanship of Cabinet Secretary has been constituted. The Government is
committed to making the Asset Monetisation programme, avalue-accretive proposition both for the
public sector and private investors/developers, through improved infrastructure quality and operations
and maintenance. This is aimed at achieving the broader and longer-term vision of ‘inclusiveness and
empowerment of common citizens through best in class infrastructure’.
National Monetisation Pipeline: An Introduction
Union Budget 2021-22 has identified monetisation of operating public infrastructure assets as a key
means for sustainable infrastructure financing. Towards this, the Budget provided for preparation of a
‘National Monetisation Pipeline (NMP)’ of potential brownfield infrastructure assets. NITI Aayog in
consultation with infra line ministries has prepared the report on NMP.
NMP aims to provide a medium term roadmap of the programme for public asset owners; along with
visibility on potential assets to private sector. Report on NMP has been organised into two volumes.
Volume I is structured as a guidance book, detailing the conceptual approaches and potential models
for asset monetisation. Volume II is the actualroadmap for monetisation, including the pipeline of
core infrastructure assets under CentralGovt.
Framework
The pipeline has been prepared based on inputs and consultations from respective line ministries and
departments, along with the assessment of total asset base available therein. Monetization through
disinvestment and monetization of non-core assets have not been included in the NMP. Further,
currently, only assets of centralgovernment line ministries and CPSEs in infrastructure sectors have
been included. Process of coordination and collation of asset pipeline from states is currently ongoing
and the same is envisaged to be included in due course.
The framework for monetisation of core asset monetisation has three key imperatives.

28. This includes selection of de-risked and brownfield assets with stable revenue generation profile with
the overall transaction structured around revenue rights. The primary ownership of the assets under
these structures,hence, continues to be with the Government with the framework envisaging hand
back of assets to the public authority at the end of transaction life.
Estimated Potential
Considering that infrastructure creation is inextricably linked to monetisation, the period for NMP has
been decided so as to be co-terminus with balance period under National Infrastructure Pipeline
(NIP).
The aggregate asset pipeline under NMP over the four-year period, FY 2022-2025, is indicatively
valued at Rs 6.0 lakh crore. The estimated value corresponds to ~14% of the proposed outlay for
Centre under NIP (Rs 43 lakh crore). This includes more than 12 line ministries and more than 20
asset classes. The sectors included are roads, ports, airports, railways, warehousing, gas & product
pipeline, power generation and transmission, mining, telecom, stadium, hospitality and housing.
Sector wise Monetisation Pipeline over FY 2022-25 (Rs crore)
The top 5 sectors (by estimated value) capture ~83% of the aggregate pipeline value. These top 5
sectors include: Roads (27%) followed by Railways (25%), Power (15%),oil & gas pipelines (8%)
and Telecom (6%).
In terms of annual phasing by value, 15% of assets with an indicative value of Rs 0.88 lakh crore are
envisaged to be rolled out in the current financial year (FY 2021-22). However,the aggregate as well

29. as year on year value under NMP is only an indicative value with the actual realization for public
assets depending on the timing, transaction structuring, investor interest etc.
Indicative value of the monetisation pipeline year-wise (Rs crore)
The assets and transactions identified under the NMP are expected to be rolled out through a range of
instruments. These include direct contractual instruments such as public private partnership
concessions and capital market instruments such as Infrastructure Investment Trusts (InvIT) among
others. The choice of instrument will be determined by the sector,nature of asset,timing of
transactions (including market considerations), target investor profile and the level of
operational/investment control envisaged to be retained by the asset owner etc.
The monetisation value that is expected to be realised by the public asset owner through the asset
monetisation process, may either be in form of upfront accruals or by way of private sector
investment. The potential value assessed under NMP is only an indicative high level estimate based
on thumb rules. This is based on various approaches such as market or cost or book or enterprise
value etc. as applicable and available for respective sectors.
Implementation & Monitoring Mechanism
As an overall strategy, significant share of the asset base will remain with the government.
The programme is envisaged to be supported through necessary policy and regulatory interventions by
the Government in order to ensure an efficient and effective process of asset monetisation. These will
include streamlining operational modalities, encouraging investor participation and facilitating
commercial efficiency, among others. Realtime monitoring will be undertaken through the asset
monetisation dashboard, as envisaged under Union Budget 2021-22, to be rolled out shortly.
The end objective of thisinitiativetoenable ‘Infrastructure CreationthroughMonetisation’wherein
the publicandprivate sectorcollaborate,eachexcellingintheircore areasof competence,so asto
deliversocio-economicgrowthandqualityof life tothe country’scitizens. Recently,the government
has releasedthe National MonetisationPipeline (NMP),adocumentlistingthe variouspublicassets
that will be leasedouttoprivate companiesoverthe nextfouryears.
The governmentbelievesthatmonetisingunderutilisedpublicassetswill bringinalmostRs.6 lakh
crore to the governmentandhelpbuildnew infrastructuretoboostthe economy.The criticshave
accusedthe governmentof sellingoff valuable national assetsto “cronycapitalists”.
In thiscontext,itbecomesnecessarytoevaluatethe programme withitslongtermimpactson
overall economicgrowth.
National MonetisationPipeline (NMP)
The National MonetisationPipeline (NMP),preparedbythe NITIAayog, aimsto create a virtuous
cycle of “develop,commission,monetise andinvest”innational infrastructure.
It aimsto unlockvalue inbrownfieldprojectsby engagingthe private sector,transferring to them
revenue rightsand not ownershipinthe projects,andusingthe fundsgeneratedforinfrastructure
creationacross the country.
Rationale For NMP

30. India needsmore infrastructure but the publicsectorsimplydoesn’thave the resourcestobuildit.
There are twopossible responses.
For settingnewinfrastructure,one canthinkof bringinginthe private sector witha contractual
frameworkforwhatit hasto do, and then letit bring its own resources.
To recognise thatthere are more risksin the constructionstage andit isperhapsbetterto letthe
publicsector buildthe asset and thensell itoff toprivate playersorif not an outrightsale, letthe
private sector manage it.
Buildingnewinfrastructure hastwoconstraintsforanycountryincludingIndia –
Access to patient,predictable and cheap capital; and
Executioncapability, where governmentandprivate agenciescantake upmultiple marquee
projectssimultaneously.
Thus,NMP is devisedtoprovide astimulustoimprove the infrastructuresector.
Advantages of NMP
Generate Resource Augmentation: NMP will helpthe government getaccessto capital via
interestedprivate parties.
These investorswill maintainandoperate the monetisedassets, generatingcashflows, but
alsocreate technical and human resource capacity inthe infrastructure sector.
Thisvirtuous cycle of resource augmentation, inturn, will helpthe governmentinvestinnew
infrastructure immediately,withoutwaitingforannual budgetarycapital expenditure allocations.
GovernmentMaintainsthe Ownershipof Asset: The existingbrownfield,de-riskedassets,whichare
part of the four-yearmonetisationpipeline,will helpcreate executioncapacitiesfornew greenfield
assets.
The governmentismonetisingthe rightstooperate andmaintainthe assets,nottheirownership.
Fair Value Share: Contracts will be designedinawaythat the governmentreceivesfairpresent
value fromthe monetisation,while privatepartiesgetenoughoperational flexibilityandregulatory
visibility.
Moreover,giventhatthe contract termscan be 25 yearsor evenhigher,the biddinginterestshows
investorsare confidentof long-termregulatorystabilityandcertainty.
Better Targeted:NMP introducesnonew financial liabilitytothe taxpayersand,infact,represents
a better targeted“userpays” structure.
Eg. If a stadiuminDelhi isnotmonetised,taxpayers aroundthe countryas a whole will payforits
upkeep.Buta monetisedstadiumispaidforonlybythose accessingthe facilitiesinDelhi.Thisisa
much betterwayto generate operational revenues.
Successful Examples:The assetmonetisationideahasalreadybeentriedbythe National Highways
Authority of Indiaand PowerGrid Corporation ofIndia in variousforms.
Evenat the state-level,the Mumbai-PuneExpresswayismaintainedbyaconcessionaire against
tollingrights.
Associated Challenges
RealisingAdequate Value:The Firstand foremostcriticismiswhetheradequate valuefromthe
assetswill be realisedornot.
Thisdependsonthe qualityof the biddingprocessandwhetherenoughprivate playersare attracted
to bid.

31. Ensuring SufficientParticipationFrom Bidders:The onlyway of ensuringthatassetmonetisation
doesn’tleadto cronyism isto make the biddingconditionssuchthatthe people eligible tobidare
not a small,predeterminedset.
However,because of the capital intensityof the project,noteverybodyisgoingtobe able tobid.
Evenso, youcan ensure thatthere issufficientparticipation.
ExecutionRisk: There will be executionriskinsucha large programme.However,thisisexactlywhy
NMP isnot adoptinga one-size-fits-all approach.
Issue of Taxpayers’ Money:The taxpayershave alreadypaidforthese publicassets — and,so,why
shouldtheypayagainto a private partyto use them.
Suboptimal Contractual Enforcement: A criticismisborn outof scepticismaboutasub-optimal
contractual and judicial frameworktomake sucha plana success.
Lack of identifiable revenue streams in various assets.
Level of capacity utilisation in gas and petroleum pipeline networks.
Dispute resolution mechanism.
Regulated tariffs in power sector assets.
Low interest among investors in national highways below four lanes.
The lack of independent sectoral regulators.
Lack of identifiable revenue streams in various assets.
Level of capacity utilisation in gas and petroleum pipeline networks.
Dispute resolution mechanism.
Regulated tariffs in power sector assets.
Low interest among investors in national highways below four lanes.
MonopolisticOutlook:A fewbusinesshouseswill cornerthe bulkof the assetsofferedunderNMP.
Way Forward
Other Waysof Raising Resources:The othermethodsof raisingresourcessuchassettingupof
a developmentfinance institution(DFI) andraising the share of infrastructure investment inthe
central and State Budgetscan be adopted.
Dispute ResolutionMechanism:Strengtheningthe judicialprocessescannotbe muchemphasised.
Efficientandeffectivedisputeresolutionmechanismswill naturallyandautomaticallyaccrue tothe
designandexecutionof NMPtoo.
Streamline PPP:Recentexperience suggeststhat public-privatepartnerships(PPP) now involve
transparentauctions,aclear understandingof the risksandpayoffs,andan openfieldforanyandall
interestedparties.
Thus,the utilityof PPPingreenfieldprojectscannotbe neglected.
Transparent Bidding: Transparentbiddingisone of the mostimportantparts of the NMP project.
Thus,maintainingtransparencyisthe keytoadequate realisationof the assetvalue.
NITI Aayog Recommendations:
Bringing InvITs UnderInsolvencyand Bankruptcy Code (IBC): ExtendingIBCprovisionstoInvITs
wouldhelplendersaccessafasterand more effectivedebtrestructuringandresolutionoption.
Tax Breaks: Tax-efficientanduser-friendlymechanismslike allowingtax benefitsinInvITswould
attract retail investors(individual/non-professional investors).
Conclusion
As global economicconditionsremainvolatileanduncertain,raisingfinancialresourcesupfrontisa
bold,constructive andconfidentpolicystatement.Itsignalstothe worldthatIndiais opento
businesswiththe interestsof the publicexchequerandthe citizensfirmlyprotected.

32. .
Recently, the Central government has decided to provide free testing and treatment of
coronavirus under the Ayushman Bharat Scheme or the Pradhan Mantri Jan Arogya
Yojana (PMJAY).
Key Points
 Objective:
o To increase the supplyof testingandtreatmentfacilities.
o To increase accessby roping in the private sector throughAB-PMJAYas per the Indian
Council for Medical Research (ICMR) guidelines.
 It will helpmore than50 crore Ayushmanbeneficiariesto avail free testing andtimelyand
standard treatmentin designatedprivate hospitalsacrossIndia.
 It will significantly expandgovernment’scapacities andmitigate the adverse impact of
thispandemicon the poor.
 Stateshave alreadyenlistedprivate sectorhospitalstoconverttheminto Covid-19only
hospitals.
o Hospitalscanuse theirownauthorisedtestingfacilitiesortie upwithanauthorised
testingfacilityforthe scheme.
o These testswouldbe carriedoutas perthe protocol setby ICMR and by private labs
approved/registeredbythe ICMR.
 Informationon symptoms,testingand treatment for the disease canbe accessedfromthe
website of the MinistryofHealth and Family Welfare andbycallingthe national Covid-19
helpline 1075.
Ayushman Bharat
 It isa government-sponsoredhealthinsurance scheme whichprovides free coverage ofupto
₹5 lakh per familyper year at anygovernmentorevenempanelledprivatehospitals all over
Indiaforsecondaryand tertiarymedical care facilities.
 Modicare is available for74 crore beneficiaryfamiliesandabout50 crore Indiancitizens.
Under the process,80 percentof beneficiaries,basedonthe Socio-EconomicCaste
Census(SECC) data inthe rural and the urban areas,have beenidentified.
 There is no restriction on the basis of familysize,age or gender.
 AyushmanBharatis unlike othermedical insuranceschemeswhere thereisawaitingperiod
for pre-existingdiseases. All kindsofdiseasesare covered fromday one of the Ayushman
Bharat policy.The benefitcoverincludesboth pre and post hospitalizationexpenses.

33.  The expenditureincurredinpremiumpaymentwillbe sharedbetweenCentral andState
Governmentsinaspecifiedratio.The fundingforthe scheme isshared – 60:40 for all states
and UTs withtheirownlegislature, 90:10 in Northeast states and Jammu and Kashmir,
Himachal and Uttarakhand and 100% Central fundingfor UTs without legislature.
 It draws additional resourcesfromthe Health and Education Cess andalso dependson
fundingfromStatestoboostthe Central allocation.The premiumsare inthe range of ₹1,000-
₹1,200 per annum.
 It pays for the hospitalisationcostsof itsbeneficiaries throughstrategicpurchasingfrom
publicand private hospitals.
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