Epicentre

1
Epicentre

• Session Name
• Pathways to Success, Scaling up
• Speakers
• N Muthuvelayutham, CCD, India

2
Case Studies

• Name of Social Enterprise/Project/ Model to be
  discussed
• Enterprise Gram Mooligai Company Limited (GMCL)
• Project Sustainable utilization of
  Medicinal Plant for Survival
• Model Community owned and Managed,
  Medicinal plant
• collection, cultivation,
  processing and Marketing
• Presenter N Muthuvelayutham, Director GMCL,
  Madurai, India

3
Process (VH)
Market
GMCL
Contractual relationship
Buy back
Transport Minor processing (Drying,
storage..) Procurement
Logistics Management
Shares For Capital
Federation
Providing saplings
Share Holders
Collectors Groups
Farmers Groups
Profit
Training / Technical service

• Cultivation
• Collection

Conceptual diagram of Enterprise Operations
4
Purpose

• No authenticity and unreliability
• Market pressure leads to destructive collection
• Due to trade advances leads to distress sales
• Lack of infrastructure tend to defect in quality
  during peak season
• Services/goods that are produced/delivered -
• Bulk Supply of Raw Drugs (Medicinal plants) to
  pharmaceuticals
• Medicated Honey for neutraceuticals
• Medicinal Plant based primary health care
  products for Rural Masses
• Target group and job or skill goal -
• Traditional medicinal plant gatherers are
  organized into groups.
• Trained on quality at the source with appropriate
  facilities.
• Directly linked with markets with predetermined
  price.
• Profits are ploughed back to community.
• Investment model being developed
• Community as stake holder and share holder
• Perpetual capitalization by the share holders
• Venture funds are meant for Scale and Replication
  

5
Organisation/Project/Model Profile
6
Finance FundingFor social enterprises or
related projects include
7
Benefits Outcomes

• Jobs
• 4000 families livelihoods are secured during the
  lean agricultural season in the semi-arid plains.
• Income Increases
• sale at the door steps saved expenditure on
  transport (3), wage loss of a day in a week
  (5), 10 margin and 10 as incentive on sale
  value of every kg.
• Skills Achieved
• sustainable harvest / good agricultural practices
  and participatory resource mapping
• Semi-processing and quality control
• Medicine production
• Packaging and transportation
• Accounts and Book-keeping
• Marketing and Market promotion

8
Benefits Outcomes Continued..

• Other Measured Benefits
• Fair prices, Ethical practices, ownership and
  mutual profit sharing among the participant
  community
• Quality produce with traceability at affordable
  price secured throughout the year on every batch
  of production with just-in-time inventory for the
  industries that will ultimately benefit the end
  consumer
• Other Community Value
• Employment generation and Infrastructure
  development in the remote rural areas
• Investment on the next generation education,
  health Social Security measures and
  conservation initiatives.

9
Plans and Prospects

• Efforts are on in 6 states to replicate the model
  for utilizing the seasonality variance to meet
  the cost effective operations and diverse buyers
  across geographical regions
• Diverse products from the knowledge of
  traditional community blend with geographical
  indication produce
• Efforts are being made to replicate the same
  model in other crops within the existing
  operational area/ community.

10
Learning and Challenges

• Commercial rewards are not matched with the extra
  efforts to offer value proposition on bulk supply
  of authentic herbs with passport data
• Price for seasonal and annual orders are the same
  and at par with private traders
• Produce supply from organic cultivation are also
  not fetch any extra income
• Lack of skilled labourers in processing
• Lack of planting materials and cultural practices
  
• Government policies are not strictly adhered by
  industries (GMP), hence our USP is not valued