1. C Boopathy, Secretary, At the Company

8/14/2019 1. C Boopathy, Secretary, At the Company

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1. C Boopathy, Secretary, at the company outlet where inputs are sold below MRP. 2. PM Chinnasamy, President, claimsthe highest yield in brinjal in India in 2006. 3. Mahendran, a banana grower, managed to make a profit of Rs 3.5 lakh. 4. Byembracing precision farming, 166 farmers in Dharmapuri have profited.FARMING

The Company Of FarmersThey are sons of the soil and they engage in individual pursuits. Yet, there is good reason for farmers to band into acompany. A district in Tamil Nadu shows how.JOHN SAMUEL RAJA D

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IN THIS STORY:Bad Company

When the company model didn’t work for farmers.

Even as the country reels under a severe drought, in a dry corner of Tamil Nadu, a collective of 166

farmers is counting returns that will make local moneylenders turn green with envy. These 166 farmers of Dharmapuri district are reaping it rich for two reasons. One, they embraced advanced farming practices.Two, in a move whose impact is still playing out, they came together to form a company. So, they

embraced business structures and business practices typical of a registered company—equity capital,shareholders, management, board of directors, financial reporting and audit of accounts, among other things.

It is working wonders. They have eliminated middlemen from the input side of the equation and areworking on doing the same on the output side. Crop yields have risen 50-200%. Several farmers whowere mired in debt have since become debt-free. And for each of the last two years, they have earned asuper-normal 40% return on their investment in the company. Dharmapuri is a revelatory tale of why, andhow, farmers should band into a company.

Farmer Inc

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This move to a corporate structure was born out of an association with the Tamil Nadu AgriculturalUniversity (TNAU). Dharmapuri, about 120 km south of Bangalore, is a water-deficient district. It averagesan annual rainfall of 90 cm—about 25% below the national average. Hence, farmers here used to sowonly one crop a year, often keeping vast tracts of their land barren.

This drew a team of three professors from TNAU, led by Professor E Vadivel, to the district in 2006. Theyspent two years with the farmers, and introduced them to precision farming—a more healthy and efficient

way of cultivation. At the heart of precision farming is drip irrigation where, instead of flooding the fieldover-ground, a mixture of water and soluble bio-fertilisers is fed through a network of pipes below theground. The effect is two-fold: the water contact is directly with the root, the part of a plant that needs itthe most, and results in 66% less consumption of water.

TNAU, along with the state government, identified 300 farmers for a pilot project in precision farming, over a period of three years (100 farmers annually). The state gave them a cash subsidy of 80-100% to buydrip-irrigation kits for one hectare of their land holding. A majority of them saw their yields rise 50-200% inthe first year itself. “My yields jumped,” says Mahendran, a banana farmer. He made a profit of Rs 3.5lakh in the first season, and used it to repay debt, build a house and even buy shares worth Rs 2 lakhfrom the stock exchange!

But one thing troubled the farmers.The fertilisers and pesticides they

sourced from local dealers wereoften spurious and inferior. Vadiveland team examined the inputs, andagreed with the reading of the farmers. Their solution: stop buying from them.

Vadivel advised the farmers to come together to float a company that would sell these key inputs. Of the300 farmers who were part of the pilot project, 166 bought the idea. They formed a public limitedcompany, Dharmapuri Precision Farmers Agro Services (DPFAS). Each farmer subscribed Rs 10,000 tothe company’s equity, and became a shareholder. The company collected Rs 16.6 lakh as equity capital.

From that sum, DPFAS set up a retail outlet in Dharmapuri. The 400 sq ft outlet procures agriculturalgoods and inputs— fertilisers, pesticides, seeds, equipment— directly from companies. This ensuresquality. “The quality of the fertilisers and pesticides sold by DPFAS is better than what the dealers sold,”says Mahendran.

Farmers also got better prices. Unlike local dealers, who charged maximum retail price (MRP), the retailoutlet sold goods at a nominal mark-up to cost price. Farmers buy goods at 3-25% below MRP, improvingtheir margins further. Perhaps, the finest example of the benefits of precision farming and corporatisationin procurement is that of PM Chinnasamy, President of DPFAS. Chinnasamy claims to have generatedthe highest yield in brinjal in India in 2006 (172 tonnes in his field of 1.15 acres, against the normal yieldof 40 tonnes per acre). “I made a profit of Rs 5 lakh in a season and repaid my entire debt,” he says,showing off the one feet long brinjals in his field.

Democracy At Work

What has worked for DPFAS is its truly democratic structure. Everyone involved in the company’s workingis either a shareholder-farmer or an employee approved by them. And the company is completelyoriented towards the needs of the farmers.

This structuring has helped it stand apart from cooperatives, the traditional farmer collective model.Cooperatives have had successes, notably Amul. However, more often than not, they are plagued bypolitical interference and corruption, at the expense of farmers. It was such overtures that led to farmersin Krishnagiri district, just 40 km from Dharmapuri, getting cold feet on setting up a company along thesame lines as DPFAS.

By comparison, faith in the corporate structure is growing in Dharmapuri. DPFAS has stayed insulatedfrom outside interference or conflicting interests. The retail outlet easily gained acceptance, not just withshareholder-farmers, but also with non-shareholder farmers, who can access the shop on the same termsas shareholders.

The key people manning the company—president, secretary and treasurer—are shareholders. Other employees are handpicked TNAU graduates. Information and knowledge flow easily among farmers.

The

166shareholder-far mershaveeliminatedmid

dlemenfromtheinputside of theequationand

arewor kingondoingthesameontheoutputside.



While we were in Dharmapuri, a farmer came to the DPFAS outlet with an infected root. The employees,with agricultural degrees, promptly identified the infection and suggested a pesticide, free of charge.

In 2007-08, its first full year, DPFAS recorded sales of Rs 1.5 crore—on capital employed of Rs 16 lakh.“Only the initial investment is tough. Working capital can be managed easily,” says C Boopathy,Secretary, DPFAS. Such an operation doesn’t need much working capital, as farmers tend to pay in cash,while companies give goods on credit. Turnover of DPFAS rose to Rs 3.5 crore in 2008-09, of which, Rs

1.5 crore came from the sale and installation of drip-irrigation kits (zero in the first year).In each of those two years, the company declared a dividend of 40%. So, each shareholder got Rs 4,000each year on an investment of Rs 10,000. “To keep farmers interested in the company, we have no optionbut to declare high dividends,” says Boopathy, who owns 55 acres. Yet, even after a high payout, DPFAShas cash to spare.

Forward Linkages

It’s putting this cash to good use. “We are talking to farmers in at least six districts to invest in similar companies promoted by them,” says DPFAS President Chinnasamy. DPFAS wants to buy 20% of theequity of these companies. In Erode, it will invest Rs 1 lakh in a company planned by 40 farmers, with aninitial contribution of Rs 10,000 each. Boopathy is also talking to farmers in four other districts: Madurai,Trichy, Salem and Ramanathapuram; he hopes to seal these deals in the next nine months. These sixretail outlets will give DPFAS access to most of Tamil Nadu.

These linkages will help it maximise gains for farmers on the other link in the chain where farmers face asqueeze from middlemen: sales. Rather than sell their produce to middlemen, DPFAS wants to set up aretail outlet to sell directly to consumers and companies. It is planning a Rs 4 crore unit in Dharmapurithat will have a sorting-cum-storage facility and a fleet of vehicles to transport products to cities.

The target date is January. “We’ve asked the government for an interest-free loan. Even if it’s not given,we will go ahead,” said Chinnasamy. About 1,000 farmers have expressed interest. The linkages with fiveother collectives will give DPFAS enough economies of scale to bargain for better prices. And everythingwill be accountable.

DPFAS farmers have become brand ambassadors of precision farming and corporate structures in TamilNadu. The state government has extended the precision farming project to all districts, with a 50%subsidy on drip-irrigation kits. Interested farmers participate in a two-day training programme conductedby Dharmapuri farmers, most of them DPFAS shareholders. About 12,000 farmers have received trainingand implemented precision farming techniques so far. While they are there, they are also introduced to

the corporate model. It’s only a matter of time before the Dharmapuri model is replicated.

Alberta Farmers' MarketVendor and Consumer

Profile and Economic ImpactStudy

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Farmers'

markets in

Alberta

have a

proud

historyand are

steeped in

tradition.

They

provide a

direct

marketing

link

between

the farmer

and the

consumer

and

provide

multiple

benefits to

the

communit

y. The

primary

advantagefor the

farmer is

the ability

to sell

products

in small

volumes

outside

traditional

distribution outlets,

thus

saving on

assembly,

transporta

tion,

marketing



and

packaging

costs. The

farmers’

market

providesvendors a

source of

suppleme

ntary

revenue,

and in

urban and

medium

sized

markets, a

predictabl

e and

sustainabl

e source

of income.

The

farmers’

market is

also a

"gathering

place" anopportunit

y to

socialize

with

friends

and

family, a

destinatio

n where

individualscan shop

for a

range of

food and

nonfood

items, and

exchange



news or

just be

caught up

in the

market

ambiance..

The

communit

y and local

businesse

s also

profit from

their

proximity

to the

market

place. It

draws

people

who would

not

otherwise

have a

reason to

be there.

It addseconomica

lly through

direct

sales, as

well as

indirectly

by

supporting

businesse

s.Farmers’

markets

can be

effectively

used as a

promotion

al tool by



the

communit

y to create

a general

level of

awareness, interest,

and

potential

desire to

travel

there. An

important

value

underlying

the

farmer’s

market is

that

people

want to

support

local

business

by

investing

inowner/ope

rators who

in turn

spend

their

money in

the

communit

y. In

Alberta,many

communiti

es with

medium to

large sized

markets

have



derived

varying

degrees of

benefit

from

successfully

marketing

these

goals and

vision.

Moreover,

farmers’

markets

are

incubators

for new

business

providing

an

opportunit

y to test

consumer

acceptanc

e of new

productsin

scrapping

a venue

that offers

reduced

risk at a

minimal

cost.

Particularl

y in urbanareas,

demand

for quality

grown

organic

food and

vegetable



s with

farming

practices

that are

sustainabl

e andenvironme

ntally

friendly

has been

a

significant

draw for

customers

who

otherwise

frequent

large

retail

outlets

and big

box

stores.

A positive

interperso

nalinteraction

between

vendors

and

customers

is the

essence of

a

successful

market, itconveys

an

impressio

n of

freshness,

energy

and



vitality.

Many

aspects of

our lives

have

becomeanonymou

s and

impersona

l, and

since

ancient

times the

market

place has

provided

an

occasion

for people

to visit

and

gather.

However,

local

politics,

weak

management,

negative

vendor-

consumer

interaction

s or overly

competitiv

e settings,

all or

singly, canconspire

to

undermine

its

success.

Markets



throughou

t the

continent

are

constantly

beingchallenge

d to be

relevant

to

consumer

s and

compliant

with

health and

operating

regulation

s.

Research

has

reaffirmed

that

farmers’

market

managers

play a

criticalrole in the

success or

failure of

their

marketpla

ce. The

manager’s

personae

and

leadershipskills help

to craft in

the eyes

of the

vendors

and

consumer



s the

character

of the

market

and its

relationship to the

communit

y. A

recurring

issue with

market

boards is

the ability

to attract,

compensa

te, and

retain

their

manager.

Volunteer

managers

seem to

be the

norm;

however,

generallyspeaking,

paid

managers

are more

committed

and

resourcefu

l in

attracting

vendorsand

developin

g a viable

and

sustainabl

e

marketpla



ce.

For the

customers

, markets

providethe

benefits of

fresh

produce of

exception

al quality

that is

often

delivered

the same

day, at a

perceived

cost

saving,

since

there is no

middlema

n.

Consumer

s actively

seek outmarkets

where

they can

support

the farmer

in an

energizing

, safe

environme

nt thatoffers

reliable

products,

current

retailing

methods,

and an



adequate

mix of

products

and

vendors.

The

Canadian

marketing

system

supports

and

promotes

the direct

market

process

such as

found in

Alberta

Approved

Farmers'

Markets;

yet, there

is a need

to

examine

its natureand

economics

, and its

processes,

with a

view to

strengthe

ning and

reshaping

it to betterserve the

industry

and

consumer

s.

Throughou

t this



report we

will give

emphasis

to

uncoverin

g thosefactors

that

contribute

to making

the

market a

marketpla

ce, for the

success of

the

experienc

e exists in

the eye of

the

consumer.

For the full

study

results

contact:

AlbertaFarmers'

Market

Associatio

n

Executive

Director

Room 106,

J. G.

O'Donogh

ueBuilding

7000 113

St NW

Edmonton

AB T6H

5T6

http://www.albertamarkets.com/










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Business

Organised retailing benefits farmers — study

Special Correspondent

There is no evidence of a decline in overall employment in the unorganise

No real threat to neighbourhood ‘kirana’ stores from modern retail chains

The study does not deal with the impact of FDI on small retailers

NEW DELHI: The growth of organised retail in India is benefiting low-inco

farmers, says a study conducted by the Indian Council for Research on InEconomic Relations (ICRIER). It also says that there is “no evidence of a

employment in the unorganised sector as a result of the entry of organise

The study titled “Impact of big retail on neighbourhood stores,” which wa

Department of Industrial Policy and Promotion here, says that the farmersignificantly from direct sales to organised retailers. “Profit realisation for

directly to organised retailers is about 60 per cent higher than that receivthe mandi,” it adds.

Pointing out that the consumers are also at an advantage due to opening

stores, the study further says: “While all income groups saved through th

organised retail purchases, lower income consumers saved more.”

It also says that there is no real threat to neighbourhood ‘kirana’ stores fchains. However, it points out that initially, mom-and-pop stores, in the v

malls, saw drop in their sales and profit, but the impact would disappear

HIMACHAL PRADESH STATE ELECTRICITY BOARDSchedule of Tariff And

Schedule of General & Service Charges[Applicable w.e.f. 1.4.2007]

CONTENTS

SECTION – 1

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Schedule of Tariffs:

S.No. Description Page

1. General Conditions and definitions 1-8

2. Tariff for Domestic Consumers (DS) 9-10

3. Tariff for Non-Domestic Non-Commercial Consumers

(NDNC)

11-12

4. Tariff for Commercial Consumers (CS) 13-14

5. Tariff for Small & Medium Industrial Supply (SMS) 15-17

6. Tariff for Large Industrial Power Supply (LS) 18-19

7. Tariff for Power Intensive Units (PIU) 20-22

8. Tariff for Water Pumping Supply Consumers (WPS) 23-24

9. Tariff for Agriculture & Allied Activities Supply (AAAS) 25-27

10. Tariff for Bulk Supply Consumers (BS) 28-29

11. Tariff for Street Lighting Consumers (SLS) 30-31

12. Tariff for Temporary Supply Consumers (TMS) 32-33

SECTION – 2

Schedule of General & Service Charges:

1. Meter Inspection and Testing Charges34

2. Changing position of meter at Consumer’s request35

3. Resealing Charges35-36

4. Monthly meter/equipment Rentals36

5. Reconnection of Supply36

6. Fuse Replacement Charges36



7. Consumer’s Installation Testing Charges36

8. Replacement of Meter card36

9. Replacement of Broken Meter Glass36

10. Supply of Duplicate copies of Bills/ review of bills Charges37

11. Attendant Charges for Functions37

12. Application & Agreement Form and Wiring Contractor’s Test report Form Charges

37

13. Processing Fee for PLE and for Change in ContractDemand

37

Good Evening Mam, myself Shikha Mohan student of MBA 2nd Year is sending you

some information regarding my topic -----Sick units.

Mam I was unable to get required information regarding Small Scale Industries i.e

sick industries is only one or two.

But mam I will get good information on the topic i.e.

"SCRAPPING OF THE ELECTRICITY BOARD"

OBJECTIVES:

1) To know Reasons behind the losses of the Electricity Board.

2) To know Impact of Tariff on Consumers and HPSEB.

3) To Know revenue Assessment and Realization.

4) To Suggest ways and means to Curtail Losses.

http://www.hpseb.com/tariff/tariff2.htm

Documents

1. C Boopathy, Secretary, At the Company