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A Study on the Provisioning
of Group-Based Rural Mobile
Services Funded by IIMA-IDEA Telecom Centre of Excellence
Principal Investigator
Dr. V. Sridhar
Sasken Communication Technologies
139/25 Ring Road, Domlur
Bangalore 560071
Email: [email protected]
Mobile: +919972595708
Co- Investigators
S R Raja, Siddharth Gaikwad, Shivprasant Vaadhol
Sasken Communication Technologies
139/25 Ring Road, Domlur
Bangalore 560071
Dec 2010
Table of Contents
1. Objective of the Study ...................................................................................................................... 4
2. Methodology Used ............................................................................................................................ 4
2.1. Focus Group Interviews .............................................................................................................. 4
2.2. Research Model........................................................................................................................... 5
2.3. Instruments and Interviews .......................................................................................................... 5
3. Phase 1: Study of SHGs in Kanyakumari District, State of Tamil Nadu ....................................... 6
3.1. Self-Help Groups ........................................................................................................................ 6
3.1.1. Self-Help Groups in Tamil Nadu .......................................................................................... 6
3.2. Findings .................................................................................................................................... 11
3.3. Interview with the District Collector .......................................................................................... 13
4. Phase 2: Study of SHGs in Kanchipuram District, State of Tamil Nadu ......................................15
4.1. Preliminary Findings from the Second round of Survey: ............................................................ 18
5. Phase 3: Study of Farmer Groups ..................................................................................................20
5.1. Information needs of Farmers .................................................................................................... 21
5.1.1 Export Activities ................................................................................................................. 21
5.1.2. Farmers in rural areas and the market in urban areas ........................................................... 22
5.1.3. Organic Farming and the Associated Information Needs ..................................................... 25
5.1.4. Horticulture Training .......................................................................................................... 27
6. Major Findings of the Study ...........................................................................................................28
7. Technology and Business Framework ............................................................................................29
8. Pilot Studies undertaken by Sasken ...............................................................................................32
9. Government Support and the use of USO Fund ............................................................................35
9.1. Government Scheme for Mobile Connectivity for Women’s SHGs ........................................... 36
10. Business Modeling of Mobile VAS for CBOs ...............................................................................38
11. Concluding Remarks ....................................................................................................................40
References ...........................................................................................................................................42
Appendix 1. Survey for Assessing the Mobile Services Needs of SHG Members .............................43
Appendix 2. Sample Photos Showing the Products Made by SHGs (First Phase) for their Income
Generating Activities ..........................................................................................................................46
Appendix 3. Sample Photos Showing the Products Made by SHGs (Second Phase) for their
Income Generating Activities .............................................................................................................48
Appendix 4. An Example On-line Update of Commodity Price at MSAMB web site ......................49
Appendix-5. Sample photos from the Field Survey in Pune ..............................................................50
List of Cases
Case 1. A Tale of Natural Honey ........................................................................................................... 8
Case 2. Challenges for the National Union of Fishermen ........................................................................ 9
Case 3. Greeting cards: The natural way .............................................................................................. 10
Case 4: Case of the Dancing Dolls ....................................................................................................... 16
Case 5: Organic manure (Vermicompost): Is there a demand? .............................................................. 17
Case 6. Dial for Bhaji ........................................................................................................................... 23
List of Tables
Table 1. Details of SHGs visited for the First Phase of the Field Study ............................................. 7
Table 2. Details of SHGs visited for the Second Phase ......................................................................15
Table 3. Details of CBOs visited during the Third Phase ..................................................................20
Table 4. Variables for Business Modeling ..........................................................................................38
List of Figures
Figure 1. Factors that Impact Adoption of Mobile Services .............................................................. 5
Figure 2. Location of SHGs Studied in Kanyakumari District .........................................................13
Figure 3. Location of SHGs Studied in Kanchipuram District .........................................................15
Figure 4. Supply Chain for Arecanut Plates ......................................................................................19
Figure 5. Location of Farmer Communities in Pune District ...........................................................21
Figure 6. Activities Between Farmers and Exporters ........................................................................22
Figure 7. Organic Food Processing ....................................................................................................25
Figure 8. Mobile VAS Platform integrating Information Requirements of Different Stakeholders31
Figure 9. Order-Cash Cycle ...............................................................................................................33
Figure 10. The Public Private Partnership Model .............................................................................36
Figure 11. Stakeholders in the Gender Budget Scheme of DoT ........................................................37
Figure 12. Causal Model of Variables of Interest to Various Stakeholders .....................................39
Picture 2-1. Honey Combs being Developed in Wooden Boxes .........................................................46
Picture 2-2. Fish Pickles in Sealed and Packed Pouches ...................................................................46
Picture 2-3. Varieties of Hand-crafted Tapioca/ Flower Decorated Greeting Cards .......................47
Picture 2-4. NABARD Funded Handicraft SHG ...............................................................................47
Picture 3-1. Dancing Doll Making SHG Unit at Singapermualkoil ..................................................48
Picture 3-2. Organic Manure Making SHG Unit at Baluchettichatram ...........................................48
Picture 5-1. Dial for Bhaji ...................................................................................................................50
Picture 5-2. Transport of Bhaji from Kalwadi Village to Pune ........................................................50
Picture 5-3. Poly-house in an organic farm in Kalwadi Village ........................................................51
1
A Study on the Provisioning of Group-Based Rural Mobile Services
EXECUTIVE SUMMARY
Despite a strong growth in urban areas, the mobile penetration in the rural areas though increasing lately is
still to catch up. Since it has been proven by many researchers that there is a positive causation between
telecom/ mobile penetration and economic development, it is of interest to find new ways to provide telecom
services in rural areas of the country for improving social welfare. Researchers have argued how models built
around a strong network of NGOs and Community Based Organizations (CBOs) such as Self Help Groups (rather
than around individuals) tend to accumulate social capital within these groups and are found to be more
sustainable in the long run. Though anecdotal examples exist on the effect of providing telecom services to
such CBOs and groups, robust research work on the viability and sustainability of such CBO-based mobile
services is sparse. It is the objective of our study to find out the types of mobile services that will be of
interest to rural groups and how these relevant services can be delivered. We conducted three field studies and
conducted focus group interviews.
From the focus group interviews done with rural women SHGs and Farmers Groups, following can be inferred:
1. Buyer monopoly is prevalent in the rural CBO markets. If connectivity is established between the CBOs
in rural areas and potential customers for the CBO products in urban/ semi-urban areas beyond the
immediate neighborhood through mobile voice calls or text/ image based VAS, it opens up a huge
market for CBO products.
2. Language is a barrier in the use of text based VAS or SMSs by the CBO members. Hence contextualized
voice or image based mobile VAS can be used to bridge the gap between the buyer and CBO groups in
conveying specific requirements and needs of the CBO products.
3. The individuals in CBOs/ CBOs may suffer from lack of scalability in the production and distribution of
their products when the market opens up beyond their immediate neighborhood. Hence it is possible to
build scale in their operations by forming “clusters” of organized CBOs which have the common
objective of producing and selling same/ similar unique products for their economic sustenance. This
promotes inter-cluster and intra-cluster (viz. between CBOs in the clusters) interaction, thus increasing
network effect dramatically. Thus mobile services that cater to groups or aggregators are essential for
proper coordination and communication.
4. A group based service that facilitates the members of CBOs or cluster of CBOs to communicate across
the supply chain (viz. packaging units, logistic provider, financial institutions, and raw material
suppliers) is required for better coordination. This will also reduce lead time for the product/ service.
5. Apart from income generating activities, mobile public utility services such as weather information,
health information, and mobile enabled education services are essential, especially for farmer or
agricultural CBOs.
Comment [SV1]: Has been added in response to comment (1).
2
6. Mobile payment is perceived as a good enabler to reduce the cycle time for payment, especially by the
CBOs.
7. The CBO members view that mobile has given women flexibility and in some cases a powerful tool to
keep in touch with their community and family members while at work. Hence mobile is viewed as a
powerful medium for emergency communication and for social networking with their group members.
8. Expert group can facilitate the individual CBO/ cluster member to provide necessary design / process
interventions to improve the respective income generating activities. If a pool of experts is created
across geographies, a customized mobile/ ICT based solution can connect the members of the CBO to
the pool of experts, on-demand basis so that the required facilitation/ intervention can possibly
happen.
9. The CBOs often require the support of an eco-system comprising of NGOs, government bodies (viz.
Mahalir Thittam in Tamil Nadu), CSR departments of private companies for the provisioning of
specialized mobile services on a sustainable basis.
10. Most of the extant mobile services are “push” based services that coerce users to subscribe. However
the principle of “No Coercion – Everything is optional” should be the method used to improve stickiness
and sustenance of mobile Value Added Services (mVAS). For this to happen, the value proposition of
the services should be high. Hence the need for targeted intelligent group based mobile services.
11. The intelligent mobile services should also help CBOs to better plan their supplies in tune with the
demand; information on the latest trends in the market for the relevant products; meet their
accounting needs for collections; earn adequate profit through disintermediation.
We advocate a Public Private Partnership (PPP) model with the following roles for enabling sustenance of a
mobile service that addresses the above issues:
1. Public arm: Provides funding and monitoring support for the inclusive growth and economic
sustainability of rural CBS enabled by mobile services. Government institutions such as Universal
Service Obligation Fund of the Department of Telecommunications, National Bank for Agriculture and
Rural Development (NABARD) shall take active part in this role. The seed funding provided by the
public institutions can then be transformed in to self-sustainable business activities.
2. Private arm: For-profit organization provides the requisite technology and expertise and offer
customized mobile solutions for improving the livelihood of rural CBS and provides operational
excellence for the timely completion of projects. Telecom service providers, Value Added Service
providers, Mobile Virtual Network Operators, technology platform developers are the best ones to take
up this role.
3. Society at large: Specifically, rural CBS benefit through the self-sustaining services which improve their
economic well-being and livelihoods. The services can provide apart from benefits through increased
3
trade will also empower rural masses, especially the women and give them the needed financial and
mental security.
4
A Study on the Provisioning of Group-Based Rural Mobile Services
1. Objective of the Study
Despite a strong growth in urban areas, the mobile penetration in the rural areas though increasing lately is
still to catch up. Since it has been proven by many researchers that there is a positive causation between
telecom/ mobile penetration and economic development, it is of interest to find new ways to provide telecom
services in rural areas of the country for improving social welfare. Researchers have argued how models built
around a strong network of NGOs and Community Based Organizations (CBOs) such as Self Help Groups (rather
than around individuals) tend to accumulate social capital within these groups and are found to be more
sustainable in the long run. Though anecdotal examples exist on the effect of providing telecom services to
such CBOs and groups, robust research work on the viability and sustainability of such CBO-based mobile
services is sparse. It is the objective of our study to find out the kinds of mobile services that will be of interest
to rural groups and how they can be provided.
Specifically, it is our objective to find out how mobile services can:
i. improve the income generating activities of the SHGs
ii. support other basic aspects of rural community life such as education, health care, and transportation.
2. Methodology Used
2.1. Focus Group Interviews
In this research, we used focus group interviews as the methodology to elicit responses towards the stated
objectives. Smith defined group interviewing to be "...limited to those situations where the assembled group is
small enough to permit genuine discussion among all its members" (Smith, 1954, p.59 cited in Stewart &
Shamdasani, 1990, p.10). Glesne and Peshkin (1992) suggest that interviewing more than one person at a time
sometimes proves very useful; and some topics are better discussed by a small group of people who know each
other. Since our focus is on providing customized mobile services to CBOs and SHGs that have common interest
and are normally co-located, group interviewing provides useful clues regarding the issues that we want to
analyze. In the remaining sections, we use CBOs and SHGs interchangeably.
As per Stewart and Shamdasani (1990, p.53), we use convenience sampling, that is, the group must consist of
representative members of the larger population. We were guided by Kreuger (1988, p.94) which states that
“smaller groups (4-6 people) are preferable when the participants have a great deal to share about the topic or
have had intense or lengthy experiences with the topic of discussion”. Except in one case where a larger group
was involved, all the other groups consisted of 3-6 members.
5
We conducted interviews with 7 groups, which as per Morgan (1988, p.42) provides adequate sample for
qualitative assessment and inference of the responses.
2.2. Research Model
To address the objectives stated a list of factors that influence adoption of mobile services especially in the
context of rural India are elicited based on extant literature (Annenberg, 2003; DFID, 2003). The model
incorporating all variables of importance is shown in Figure 1.
Figure 1. Factors that Impact Adoption of Mobile Services
2.3. Instruments and Interviews
Denzin and Lincoln (1994, p.365) state that the term "focus group" is to apply to a situation in which the
interviewer asks group members very specific questions about the topic of interest. Kreuger defines a focus
group as a "carefully planned discussion designed to obtain perceptions in a defined area of interest in a
permissive, non-threatening environment" (1988, p.18). According to Stewart and Shamdasani (1990), it should
grow directly from the research questions that were the impetus for the research.
Based on the literature support and on the model shown in Figure 1, a detailed structured questionnaire based
was constructed as a guide for focus group interviews. The questionnaire is enclosed in Appendix I for
reference. Since these CBOs are either supported by Non Government Organizations (NGOs) or government
project offices, a similar questionnaire was developed to get responses from the administrators of the CBOs.
6
The questionnaires were constructed using the principles described in Stewart and Shamdasani ((1990, p.61).
Kreuger (1988) suggests that a focused interview will include less than ten questions an often around five or
six. Stewart and Shamdasani (1990) propose that most interview guides consist of fewer than a dozen
questions. The questionnaire we developed consisted of 35 questions. It is to be noted that these questions
were used only as a guide for interviewing.
Qualitative research concentrates on words and observations to express reality and attempts to describe
people in natural situations. We conducted the group interviews in the groups’ natural setting at their place of
residence/ work to gather qualitative data directing the interaction and inquiry in a semi-structured manner
using the survey questionnaire as a guide, but allowing free format discussions on the specified context (Denzin
& Lincoln, 1994, p.365).
The interviews were recorded using an audio recorder for analysis. In order to remove subjective bias, each
focus group interview process involved two interviewers. The interviewers also took down notes and they were
collated and compiled for consistency before analysis.
3. Phase 1: Study of SHGs in Kanyakumari District, State of Tamil Nadu
3.1. Self-Help Groups
During the first phase of the study, we focused on Self Help Groups (SHGs), primarily consisting of women in
the interior parts of southern Tamil Nadu. The SHGs are defined as a group of 20 or less people from a
homogenous class who are willing to come together for addressing their common problems. The focus of SHGs
is to develop the capacity of the disadvantaged, particularly women, and to organize them, so that they can
deal with socio-political and socio-economic issues that affect their lives. Typically a SHG is a registered or
unregistered group of micro entrepreneurs having homogenous social and economic backgrounds, voluntarily
coming together to engage in income-generating activities, mutually agreeing to contribute to a common fund,
and sharing the earnings in an equitable manner. The SHGs in India are playing a major role in poverty
alleviation in rural India. The members are collectively engaged in specific, more often niche activities. It is
estimated that there are 2.2 million SHGs in India, representing about 33 million members.
Under the Centrally Sponsored Scheme referred to as Swarna Jayanti Gram Swarozgar Yojana SGSY, SHGs are
also provided with skill development training, credit linkage with financial institutions, infrastructure and
marketing support for the products produced by them.
3.1.1. Self-Help Groups in Tamil Nadu
7
In Tamil Nadu, a programme referred to as Mahalir Thittam under the Rural Development and Panchayat Raj
Department, has been implemented in partnership with NGOs and Community Based Organizations (CBOs) to
create and nurture SHGs and seed them with revolving fund for their development (RDPD, 2009). The objective
is to enroll all women living below poverty line in to SHGs by 2010-2011. Due to this specific initiative, the
respective district administration also provides support to the development of SHGs in that region.
There are about 4,41,311 SHGs under Mahalir Thittam having a total of about 7 Million members, out of which
3,02,092 groups (and about 4.8 Million associated members) are located in rural areas of Tamil Nadu. Due to
the growth of SHGs, especially in the rural regions of the country with and without government support, it was
envisioned that these groups would provide a good sample of CBOs to whom mobile services can be targeted to
improve their livelihood.
In this phase, we did focus group interviews with members of three SHGs, details of which are given below in
Table 1. The interview team consisted of two members. The SHGs located in (1) and (3) are in rural areas.
Though (2) is located in Nagarcoil town, all the SHG members commute from nearby villages. All the three are
engaged in income generating activities.
Table 1. Details of SHGs visited for the First Phase of the Field Study
S.No. Member/ Administrator:
Name of SHG (Number of
Members Interviewed)
Income Generating Activity Location
(in Kanyakumari District, State of
Tamil Nadu)
1 Members: Annai SHG (13) Extraction of pure honey,
from nearby mountain bees
Helan Nagar, near Enayam, about 6-7
kms from Karingal
2 Members and Administrator:
Unison of Fishermen
SHG (8)
Preparation of fish pickles,
made from Fishes caught in
the nearby shore
Nagarcoil
3 Members and Administrator:
Tapioca Handicrafts SHG (6)
Greeting Cards, hand
decorated with the locally
available Tapioca stems and
flowers
Kurthalatharavilai, Parakunu, Vanniyur,
near Kuzhithurai junction, about 5-6
kms up the hill from Marthandam
4 Administrator: District
Collector, Kanyakumari
District, State of Tamil Nadu
(1)
Nagarcoil
The exact location of these SHGs in the rural areas of Kanyakumari district is illustrated in Figure 2.
8
Case 1. A Tale of Natural Honey
Nestled near the town of Marthandam in Kanyakumari district in the state of Tamil Nadu, and about 12kms
away is a little fishing outpost Helen Nagar. Says Mary Sudha, a resident:
“Fishing is a very risky profession. They are no guarantees on the quantity of daily catch or worse, safety of
life. Numerous families have lost the man of the house to the fury of nature – what happens to the family then?
Who supports them? We need to be self-reliant to face all eventualities. We want to support our husbands
financially. I want my son to be educated and take up a different profession than his father’s or my family’s.
How can I ensure this if I cannot stand on my own feet?”
They organized themselves into a Self Help Group (“SHG”), and called themselves “Annai SHG”. Fresh out of
their homes, they were clueless about the business or occupation they should pursue. A helpful NGO suggested
a few occupations with the promise of teaching and enabling them. “Honey” struck and stuck. The NGO gave
them 50 boxes with Honey bees and imparted basic bee rearing and handling skills. With this passion in their
minds, a group of 13 women got together in Dec 2007 with a singular mission – self-reliance.
The first year harvest was disappointing – with incessant rains during the season, the amateurs managed just 98
Kgs of Honey. Nothing undermined Mary Sudha’s enthusiasm though.
“People in the community ridiculed us because we wore masks throughout the day to cover the bee stings on
our faces. It is not an easy profession, dissuading comments were unending. People said “only men can run
business and engage in profit making activities”. We wanted to show that we could too. Eventually we sold all
of the Honey in the local community. Much of this was given away within the community to demonstrate the
purity of the produce. People bought the rest, especially neighboring fishermen, for their daily usage.”
By February 2009, 500 Kgs of honey was harvested. Soon the cheer turned to fear, says Sudha:
“What do we do with this produce? How will we sell this much honey? We can at best sell 20 Kgs through
community, exhibitions and well-wishers in the local periphery”.
Normally the honey produce is sold within 2-5 kms radius. If Annai SHG could find a market in non-immediate
neighborhood, say, in Delhi which is about 2,500 kms from Marthandam, However, there are challenges to
sending honey to far off markets. Packaging is a key. Good packaging using bottles will increase the weight of
the unit which in turn will increase the shipping cost. A simple calculation will reveal that packaging and
shipping costs can be more than the cost of honey itself. Hence it is important to build economies of scale in
Comment [SV2]: Added in response to comment
(1)
9
all the elements of the supply chain so that the average cost is as minimal as possible. It is also important to
use innovative methods of packaging using low-cost, light-weight material so that packaging and shipping costs
are minimized.
Apart from all the above, the potential markets in far-off places have to be created for the special honey from
Marthandam, Tamil Nadu.
Can the ubiquitous mobile solve the above problems for Annai SHG?
Case 2. Challenges for the National Union of Fishermen
Father Nobert manages the Unison of Fisherman SHG, that consists of close to 3,000 members in the town of
Nagarcoil, Kanyakumari district in the state of Tamil Nadu. The members are divided in to two categories (i)
men (referred to as suppliers) who bring fish to the fishing villages spread across the district of Kanyakumari
and (ii) women (about 250-300 in number) trained in fish by-product preparation who prepare varieties of fish
based dishes including fish pickles. Everyday by 6:00 AM, the estimated demand for fishes for the day are
communicated by the women SHG members through mobile to suppliers. The suppliers also participate in the
auctions that are held at these fishing villages and bring them to Nagarcoil. The women members from the
nearby villages in about 10-15 kms radius ring up every day morning the Nagarcoil centre to find out whether
there are supplies awaiting for them to work on. They arrive by 9:00 AM in the morning and are all set to make
the “ready-to-eat” dishes from raw fishes, that include dry fish, fish powder and fish pickles. The centre at
Nagarcoil has a capacity to make about 150 Kgs of ready-to-eat food per day. Machinery worth about ` 15-20
lakhs has been put as capital expenditure by Father Nobert. The critical issues facing Father are as follows:
1. Fish being a perishable item, supply-demand mismatch poses problems in procurement. It is often cost
efficient to procure in bulk during the fish auctions; however with demand uncertainty, the suppliers of
Unison have not being able to participate effectively in these auctions.
2. Improvising the demand for fish products is one of the agenda for Father. But the question of how to do it
beyond the immediate neighborhood often haunts Father. How to market and brand the products of the
SHGs to reach far-off markets?
3. Coordinating the buying decision at the auction price for the required catch across these fishing villages is
necessary. The catch and variety at each of these fishing villages varies everyday and is also a function of
the overall demand at the auction. Real-time decisions have been hampered as there is no effective
medium to bring all suppliers onto a common platform during the auction.
4. Coordinating the transport of fishes from Kaniyakumari to Nagarcoil every day is a problem. Transport costs
are prohibitive. Effective coordination and aggregating supplies to be brought are likely to reduce the
transportation charges incurred by the Union.
Comment [SV3]: Added in response to comment (1).
10
5. May and June are typically holiday periods for fishing. How to keep the SHG members occupied through
other odd jobs is still a challenge for Father.
Jayarani works in the packaging unit of Father Nobert. She travels daily for about 1.5 hours over a distance of
about 15 kms from a nearby village to work. She is member of an SHG in which there are 16 members in total.
Like Jaya, 3 others are involved in Fish Pickle preparation work. The others act as liaisons to get market
information and also coordinate supplies. She can speak as well as read Tamil and hence is able to view and
understand Tamil based short messages. However, she finds it difficult to type messages. She spends about
`300/ month on her mobile bill for business and work related calls. She says:
“Mobile has given me a feeling of security. Typically I go home around 6:30 PM when it is already sun set and is
dark. I no longer have the fear of being alone. Having a mobile and being able to talk to someone in case of
disaster or any unfortunate incident is a great solace for me”.
The nearest bank is about 2 kms from her village. Since she works during the week-days, it is a problem for her
to do bank transactions.
Can mobile services provide solutions to the supply chain and marketing problems of Father? Can mobile
service be of additional use to Jayarani so that she can coordinate her activities from a far-off home and work
place better?
Case 3. Greeting cards: The natural way
Mr. Arulappan, and majority of his family members living in the hilly region of Kuzhithurai have mastered the
art of creating beautiful greeting cards from the Tapioca stems. Apart from using Tapioca, Mr. Arulappan and
his 10 member SHG gathers some of the unique flowers in the hills, dries them and uses them to decorate the
plain greeting cards they purchase from nearby town. The SHG members try to save 50% of their profit while
distributing the remaining amongst themselves based on the work done by each. The biggest problem Mr.
Arulappan faces is that he does not know how to sell the greeting cards he makes. He does not know where the
market for his greeting card exists, apart from the stationary shops in nearby towns.
Mr. Arulappan and his family live in this remote region from where the nearest post office is 6 kms away;
nearest bank is 7 kms away; the nearest hospital is about 10 kms away. His children walk about a couple of kms
to the nearest school. Only connectivity they have with their family members in nearby towns and villages is
the ubiquitous mobile services. He has the following very big concern:
Comment [SV4]: Added in response to comment (1).
11
“Diabetics and cancer are very prevalent in this region. Moreover severe coughing and associated fits are
common amongst people living in this hilly region. In fact, we end up spending 70% of what we earn for medical
treatments. Suddenly when a member is sick, it is very difficult to arrange for first-aid and medical ambulance
to take the member to the nearby hospital. Even if we go to the nearby hospital, we cannot be sure there will
be doctors at that time as they visit these medical centres periodically”.
Can mobile service which is already being used extensively by Mr. Arulappan and family can provide timely
information on doctors’ arrival at the hospitals; notify bus arrival times; enable money remittance and get
them connected to markets in non-immediate neighborhood?
Appendix 2 gives the photos taken at the above locations indicating the income generating activities of the
respective SHGs.
The survey was more exploratory prompting the members and the head of SHG to speak along the dimensions
indicated in the questionnaire. The surveys took approximately 90 -180 minutes and were audio-recorded. The
member of the NGO responsible for nurturing the SHG (2) was also interviewed along the dimensions in the
survey questionnaire. All members had mobile phone or landline phones.
It must be noted that a voice-enabled intermediation system, developed and implemented by Sasken, is on a
pilot stage in all the above three SHGs. The system allows buyers to call-in, select desired products and once
chosen connects the buyers to the mobile number of one of the SHG members or the Project Office of Mahalir
Thittam (if the SHG comes under the government scheme mentioned above). This system has been in place for
the past 4 months and hence the SHG members already are enabled to connect to buyers outside their local
region through the above mobile service. Hence the treatment for this group is “partial training on mobile
services”.
3.2. Findings
Findings from the survey are given below:
1. Any service that improves the income generating activities of SHGs is perceived positively. The sales
intermediation through voice-enabled service was seen by the SHGs as a good intervention to connect
them to buyers in non-local regions.
2. Intention to adopt was also shown by the SHG members for mobile information services indicating
nearby events/ exhibits where they can show-case their products and find potential buyers.
12
3. Language (non-Tamil) and use of SMS (read; cannot write and send) are two important barriers in the
adoption of mobile services by the SHG members. This indicates that voice enabled services in local
languages are more likely to be adopted by the rural SHG members compared to data oriented services.
If it is data oriented service, then user experience for these services should be tailored in specific local
language.
4. A service that enables mobile payment to reduce the lead time for money receipt for good sold to non-
local regions is viewed positively.
5. Since transport and education infrastructure (schools) are well developed and accessible in rural areas
of Tamil Nadu, there seems to be no compelling reasons for adopting mobile for services relating to
these areas.
6. The SHG members view that mobile has given women flexibility and in some cases a powerful tool to
keep in touch with their community and family members while at work.
7. Location based services such as disaster warnings are being perceived as useful mobile services.
8. Services providing weather forecast will help certain professions. For example, rain fall information is
critical for honey comb formation.
9. Services informing SHG members regarding available alternate professions during non-work periods are
attractive propositions to the SHGs. It is to be noted that there is a substantial period during the year,
the honey makers are involved in only part-time work of cultivating bee hives.
13
Figure 2. Location of SHGs Studied in Kanyakumari District
Map accessed [http://www.kanyakumari.tn.nic.in/MAP.jpg] on 3 Dec 2009
3.3. Interview with the District Collector
The Kanyakumari District Collector (DC) was also interviewed as he is driving the project office activities to
promote SHG well being. The responses elicited from the DC on the different dimensions outlined in the survey
questionnaires are given below and are documented in Ratnoo & Sridhar (Apr 29, 2010):
14
1. On location based services: Existing communication system based on public radio speaker system is not
effective. Disasters such as Tsunami are often quick, devastating and localized in these regions and require
faster response. An SMS or a voice based alert facility will be much helpful.
2. Health: Primary Health Centres (PHCs) are in the process of outsourcing certain services such as pediatrics
service. Pregnant women can register; information on medical check-ups are required can be sent as
alerts; immunization details and when they have to be administered can be sent through SMS; confirmation
of immunization details can the be updated in the database for follow-up. Village nurses are given mobiles
by the government ; they can be alerted through SMS when the school health programs are scheduled; SMS
confirmation on how many children are immunized can update the database. For TB directly observed
treatment is being practiced now. SMS alerts to the patients to remind about doctor’s visits (about 2 times
a month); SMS alerts to the doctor on what medicines to be given to the patients; update on whether it has
been given. A database of the history of vaccinations or medications help the doctor and patient alike by
keeping them well informed.
3. Events: Exhibition information can be sent to members of SHG; SMS confirmation can be treated on FCFS
basis and reservation of stalls can be done. Farmers come to and to sell their products in mandis; often
customers do not know the advantage of coming to mandi; “uluvar sandhai”; information on products and
their mandi prices can be sent via SMS alerts so that customers have information and reason to come to
mandi to buy products; increase in demand will encourage farmers to come to mandis to sell their
products.
4. Tourism: Tourism Promotion Council can enable a database consisting of hotels; Hotels update room
availability and prices; SMS alerts can then be sent out to prospective visitors (e.g. those who are roaming
in the locality) on availability and price, directions of the hotel so that tourism can be facilitated and made
easier. A general note of dos/don’ts will also help in sensitizing the tourist to the culture/laws of that
place. For example, being a coastal region, Kanyakumari District is a plastic free zone. If this information is
available to the tourists in advance, then they will be able to better coordinate their activities when they
arrive at their tourist destinations.
15
4. Phase 2: Study of SHGs in Kanchipuram District, State of Tamil Nadu
To continue the examination of the use of mobile services in Group Forming Networks, especially in Self Help
Groups, the investigators visited and conducted focus groups interviews 3 more SHGs near Kanchipuram, Tamil
Nadu. Two interviewers collected the interview data for analysis.
Table 2. Details of SHGs visited for the Second Phase
S.No. Member/ Administrator: Name of SHG
(Number of Members Interviewed)
Income Generating Activity Location
(in Kanchipuram District,
State of Tamil Nadu)
1 Member and Coordinator: Maratham
Mahalir Thittam (1)
Preparation of Arecanut
plates from Arecanut leaves
Kanchipuram and neighboring
areas
2 Members and Coordinator: Pareri
Women SHG (4)
Dancing Dolls made out of
paper mash
Singaperumalkoil village
3 Members and Coordinator: Roja Mahalir
SHG (4)
Organic manure Baluchettichatram village
The exact location of these SHGs in the rural areas of Kanchipuram district is illustrated in Figure 3.
Figure 3. Location of SHGs Studied in Kanchipuram District
16
Map accessed [http://www.kanchi.tn.nic.in/maps.html] on 22 Feb 2010
Case 4: Case of the Dancing Dolls
The paper mache collectible dolls made at Singaperumalkoil village, about 50 kms from Kanchipuram are
unique. There are about 130 members of a specific community in this village that pride themselves of making
such innovative dolls for generations. The premise in a nondescript location in this village has a large hall in
which women are actively involved in making different parts of the dancing dolls. There are varieties of dolls
from gods and goddesses to pet animals; from a few feet tall to size of an adult. Normally the head is often
oversized compared to its body. Instead of a solid connection, its head is connected to the body by a pin in
such a way that a light tap will cause the head to bobble, hence the name “bobblehead doll”. Each part of
these dolls is craft fully made and the coordinator of the SHG says:
“Fixing the heads on to the body using accurate pin positions is the key to make these dolls unique. It requires
lot of practice to make these dolls artistically pleasing. Painting delicate portions of the dolls including thumb
nail and eye brows require concentration and poise. The dolls which are made here are purchased in bulk by
Thanjavur (a town located further south in the state of Tamil Nadu) businessmen and marketed and sold as
"Thanjavur Thalayatti Bommai" in the Tamil language, meaning "Thanjavur Head-Shaking Doll". We have over
the years lost our identity”.
The paper mache doll makers at Singaperumalkoil and other nearby villages are at the mercy of bulk buyers
from Thanjavur. The monopoly buyer gives them a very low margin and is able to sell the dolls as the famous
Thanjavur dolls at almost twice the price at which they are bought.
One of the SHG members says:
“At present we are getting a net profit of just about `500/- per member per month on an annual sale of `12-
`15 lakhs, thanks to intermediation. We got a very large order from Netherlands in 2008 through an agent and
this was the first time that the dolls were sold due to non-immediate neighborhood market. We have been
requesting for a small vehicle so that we ourselves can take these dolls either to Chennai or Bangalore to sell
them directly. We are sure that we can sell dolls worth `50,000 for each truck trip which will give us more
margins than what we are currently getting. However, we have not got financial support for this. Due to weak
financial sustainability of this profession, most of our community members have started taking up industrial
jobs in nearby industrial estates such as Mahindra City and the one at Sriperumpudur which is at about 30 kms
from here. Since the company vehicles come and pick up their employees, I see a very tenuous time for the
doll making profession to continue in this region”.
Comment [SV5]: Added in response to comment
(1)
17
Can mobiles change the livelihood of this extremely artistic profession which is near extinction? Can mobile
service enable these doll makers to sell their dolls to many buyers and hence remove them from the clutches
of the monopoly buyers from Thanjavur?
Case 5: Organic manure (Vermicompost): Is there a demand?
The making of organic manure also called Vermicompost is a very cumbersome process. Vermicompost is the
product of composting utilizing various species of worms, usually red wigglers, white worms, and earthworms
to create a heterogeneous mixture of decomposing vegetable or food waste, bedding materials, and vermicast.
Vermicast, also known as worm castings, worm humus or worm manure, is the end-product of the breakdown of
organic matter by species of earthworm. The process includes cultivation of worms for an extended period
from cow dungs, then separation of the manure from worms and finally seasoning the organic waste with the
worms.
Roja Mahalir SHG was formed by an NGO, consisting of about 5 women. The members of this SHG were given
training by an NGO in this region on the cultivation of Vermicompost. The women took loan from a nearby
temple for about `22,500 to get a piece of land for the creation of three units for making the manure. Each
unit is capable of generating about 500 kgs of manure per month. There are some constraints in the use of
organic manure. Explains one of the members:
“The plot of land on which the organic manure is to be tested should ideally be a corner plot with the
agreement that all the adjacent plots also will use organic manure to maximize its effectiveness. First we tried
to give to our own men-folks free of cost the organic manure so that it can be tested for better yields.
However, they don’t trust us. They always wonder what if it does not work and the yield drops! Even if given
free they don’t want to use it. How do we know where to sell this manure? It involves hard labour for 3 months
for cultivation. Most of our men-folks do not believe on us and even refuse to allow us to work in the pits. We
have to take some time off from family in late evenings and come here to work”.
A simple calculation reveals that the farmers incurs about ` 750/- for purchasing Urea for an acre of land that
requires about 50 kgs for up to three times for one crop. If instead, the farmer prefers to use Vermicompost,
the cost can reduce by about ` 300/- per acre per crop if bought at ` 3/- per kg. Apart from this cost
reduction, the crop produced using organic manure can command premium price in the market. However, the
risk-averse farmers are not willing to experiment with Vemicompost. How can this group reach a more
knowledgeable market?
Comment [SV6]: Added in response to comment
(1)
18
The NGO itself buys the manure in bulk from this SHG. The NGO which used to buy the manure at ` 4/- per kg
has reduced it to ` 3/- per kg. With this revenue, the SHG is not able to repay the loan it received from the
temple. The women members do not know how to market and sell their manure apart from the monopoly
buyer. They also don’t have any clue about packaging the Vermicompost and transporting them to distant
markets.
Says Angela, one of the members:
“The financial realities of this project are grim. We need to soon find out alternative markets for supplying our
manure to make it financially viable. There are a number of visitors even from distant foreign countries to see
our pits; however so far we have not received any good news from anyone willing to buy our manure”.
Can a mobile customized service help these SHGs to market their manure at increased margins? Where are
such markets and whether the ubiquitous mobile help these SHG women discover the same? Can mobile
service provide better market information on Vermicompost so that the women will be able to better
negotiate price with the buyers?
4.1. Preliminary Findings from the Second round of Survey:
Apart from the findings from the first survey, following are the points that came out after discussions with the
above groups:
1. As in the first survey, the products produced by these SHGs are unique and are specific to the
locations. In most of the cases the SHGs have been able to find only a monopoly buyer. The buying
rates are often near-cost and do not yield adequate margins for the SHGs and their members. Hence it
is asserted that any mobile service that better connects them with the customers outside the
immediate geographical location is perceived positively by the groups.
2. In case of [1] above, the supply network is given as shown below in Figure 4. The SHG members of
about 40 are spread across different villages in and around Kanchipuram. Hence the raw material
coming from a nearby town need to be directed at required quantities to be dropped off at various SHG
member locations. The SHG members after making the plate using the specified machines have to send
it to Kanchipuram’s marketing hub for selling. This requires extensive communication, using mobiles,
incurring charges at about ` 1,500/ month. Any Closed User Group service that facilitates coordination
across these SHG members for the specified task would be helpful. Transport related information (e.g.
timing of arrival of lorries/ buses) will also be helpful.
19
Arecanut leaves from a nearby town
SHG Members at various rural locations
Marketing/ Sales SHG Hub at Kanchipuram
Coordination
Figure 4. Supply Chain for Arecanut Plates
3. Similar to (2), the doll making communities are spread across different villages in and around
Kanchipuram. These communities have to coordinately work to give the scale of production required
for mass markets. Hence while (1) will help in the demand side, mobile services for coordination across
different geographically spread suppliers as in (2) will be highly valued.
4. In [2], mobile services can be used to order any customized dolls (e.g. facials of the customer photo
sent by mobile for ordering doll with the corresponding imprint). Hence diversification of the product
portfolio using mobile services is possible.
5. Lead time for getting payment is still a problem and can be potentially solved using m-payment system.
6. Buyer monopoly is prevalent in [3] much similar to the others. If a market, especially an international
market opens up for this product, either through mobile/ Internet services, it will help SHGs better
market their products with a guaranteed minimum margin.
Appendix 3 gives the photos taken at the above locations indicating the income generating activities of the
respective SHGs.
20
5. Phase 3: Study of Farmer Groups
During this phase we studied group(s) involved in agricultural produce in rural areas of Maharashtra to
understand their needs for mobile services. A different type of CBO is chosen so that the common needs of the
CBOs can be categorized and separated from group specific requirements.
Following table gives the organizations visited:
Table 3. Details of CBOs visited during the Third Phase
S.No. Member/ Administrator: Name of CBO
(Number of Members Interviewed)
Income Generating Activity Location
1 Coordinators: Maharashtra State
Agricultural Marketing Board (MSAMB), and
Agriculture Produce Marketing Committee
(APMC), Pune (3)
Nodal agency for developing and
coordinating agricultural
marketing system in the State of
Maharashtra.
Gultekadi, Pune
2 Members and Coordinators: Krishi Vidyan
Mandir farmers group (5)
Group farming and participating in
“Dial for Bhajji” initiative
Kalwadi Village,
Junnar Thaluk,
Maharashtra
3 Member and coordinator: Swanan Heath
Foods – manufacturer of organic Products
(1)
Packing and powdering of Organic
Food
Kalwadi Village,
Junnar Thaluk,
Maharashtra
4 Coordinator: Horticulture Training Centre
(1)
Training and development of
manpower skills in post harvest
technology
Pune
5 Coordinator: Natural Organic Certification
Association (1)
Certification of organic farming
and produce
Pune
21
Figure 5. Location of Farmer Communities in Pune District
5.1. Information needs of Farmers
We had structured interviews with the officers of the MSAMB and APMC, Pune regarding the information needs
of the farmers in the state and following is the list of issues:
5.1.1 Export Activities
1. MSAMB has the program to promote exports of fresh fruits, vegetables & flowers from Maharashtra to
the various countries of world with the help of farmers & their organizations. The main products
handled are grapes, mangoes, pomegranate, mandarin, banana, rice, mango pulp, cashew nut, cut
flowers (from polyhouse) etc.
2. There is information gap between farmers who produce agri and horticulture crops and the exporters
who export them to different countries. The exporters are not aware of good and trustworthy farmers
who can produce/ supply the needed crops in the required quantity at the desired quality levels. The
22
farmers do not have enough information about exporters, their demand and trustworthiness. The figure
below illustrates the activities involving farmers and exporters.
3. The exporters have incomplete real-time information on the capacity available at different cold
storages, including MSAMB established packing and cold storage locations, for them to allocate the
produce efficiently after they are picked up at the farm gate.
Farmers Exporters
Exporters pick up produce at Farm Gate
Cold Storages
at different
locations
Export to Different Countries
Send it to cold storage at nearest
locations
Figure 6. Activities Between Farmers and Exporters
5.1.2. Farmers in rural areas and the market in urban areas
1. The farmer has no say while fixing price of his produce in the market. In present agricultural marketing
system, a number of middle men are involved till the produce reaches the final consumer, as a result
the farmer gets only 30 to 35% of the every rupee paid by the consumer.
2. Farmer's market (Shetkari Bazar) is a concept of direct marketing promoted by MSAMB and APMC to
connect the producers (farmers) with consumers. By circumventing the intermediaries, the produce
reaches in good shape with minimum handling at the bazar. This results in better price realization for
farmer producer and good quality produce to consumer at reasonably lower prices. This is expected to
help small farmers with small quantity of perishable, fruits and vegetables get fair price and escape
commercial exploitation in the market place. The facility for the bazaars in the urban and semi-urban
areas is provided by MSAMB/ APMC. There are about 295 main markets and 609 sub markets serviced by
various APMCs in the seven divisions of Konkan, Nasik, Pune, Aurangabad, Latur, Amravati and Nagpur
in the state of Maharashtra. Wholesale traders licensed by APMC purchase the produce directly from
the farmers at the bazaar.
3. The APMCs periodically update the direct selling price on the web site of MSAMB and a sample of such
update is shown in Appendix 4. The prices are also sent to farmers through SMS. This results in
23
transparent pricing of commodities and avoids collusive behavior on the part of both the producers and
consumers.
4. However, these bazaars are not often located in central locations in urban areas. This results in
customers not willing to go there for purchase. Customers also do not have complete information on
the availability of produce and their prices.
While the farmers were not allowed to use any other modes except direct selling at the Shetkari Bazar,
recent initiatives allow them to do so. However, there are also regulations on the minimum (about 250
gms) and maximum (about 5 Kg/ vegetable/ customer) amount the farmer can sell directly. The “Dial
for Bhaji” initiative as discussed below is to provide a marketing avenue for farmers in rural areas to
cater to the demand of urban consumers.
Case 6. Dial for Bhaji
With an aim to do away with the middleman, 134 farmers from Kalwadi village of Junnar taluka have come
together to deliver vegetables at customer doorsteps through “Dial for Bhaji” (DfB) scheme. Promoted by
Gomukh Sansthan, an NGO based in Pune, the scheme launched on 10 Dec 2009, eliminates middlemen and
provides a direct connect with urban consumers who are in need of agri produce. The farmers are engaged in
group faming activity and aggregate their supply (about 1,500 kg/ day) at the village each day. In the urban
areas (especially in Pune) housing societies are registered with the DfB scheme. Customers order through a
designated mobile/ landline number (as indicated in Figure 5-1) and the order details are taken in a
centralized location. The order details are then collated and communicated to the coordinating farmer at the
village. Incidentally, the village has near 100% mobile density with all farmers subscribing to mobile services to
one of the 2 operators (private) operating in the area. The coordinating farmer aggregates the produce and the
required quantity and informs the farmers in the group. Accordingly the harvesting is done. The produce is
packed as per the order at the village. The next morning, they are transported by a vehicle from the village (as
given in Figure 5-2) to the urban area and distributed to the respective customers who placed their orders. A
nominal transport charge is included in the sale price. To take this initiative to other cities, 800 farmers’
associations from all over the state have been identified for establishing a direct link between farmers and
end-customers.
At any point in time, produce from about 20 (out of 150 farmers) are in harvestable state. At about 500 kg/day
of order for vegetables at an average of ` 20/ kg, it translates in to a total of ` 10,000/ day direct selling
business and about ` 500/ day for each farmer involved. The harvesting time is about 8 days and hence a
farmer gets about ` 4,000 during the harvesting season. However, the sowing to harvesting cycle is normally
about 90 days. In effect, the farmer earns revenue of about ` 4,000 per quarter and about ` 16,000 per year.
24
The objective is to increase demand and hence the supply by a multiplier to enable farmers to earn 10-12
times than what they are earning today.
Can the above mobile service be enhanced through automatic alerts, interactive voice response system and
mobile payment?
There are some problems associated with the above schemes and are listed below:
1. There is supply-demand gap due to seasonal variations in supply. Often 15% of the list of items
that customers want is not available with the farmers.
2. Customers do not often remember or even note down the number to call.
3. The customers do not often know the exact arrival time of the truck in to their housing
neighborhood and hence the vegetables.
4. The village has a Village Resource Centre set up by Indian Space Resource Organization (ISRO)
with a Very Small Aperture Terminal (VSAT) and a video conferencing infrastructure to enable
farmers to participate in a distance learning programme. However use of this facility is still
limited.
5. Harvesting often may not be exactly as per demand. Excess produce if any, should be sent to
pack houses. Inventory tracking of produce in pack houses is required and available to farmers.
6. Hence, better coordination amongst all stakeholders (i.e. customers, order collation agent,
farmer groups) through group based mobile services will enhance the efficiency of the system.
Following information needs have been identified during the field visit:
1. The price and other marketing information distributed by APMC or by companies such as Nokia
(Nokia Life Tools) and Reuters are push based services. The on-demand services which are pull-
based needs to be identified. An example set of services are given below:
a. Demand tracking by customers.
b. Order dissemination to farmer group through SMS instantaneously.
c. Accounting information (viz. produce sold, payment received) to farmers.
d. Intelligence price discovery and dissemination using the data updated by APMCs for the
commodity chosen by the farmer.
2. Weather information is very critical to the farmers. Unpredictability in weather contributes to
about 15% to 20% of the cost of produce. Weather information appropriate to the crops
produced by the farmer in a personalized way will definitely help farmers to cut down costs.
3. For carrying vegetables to distant places (e.g. Mumbai from Kalwadi), transport has to be
optimized to minimize costs and maximize carriage. This requires coordinated effort amongst
25
member farmers. A group based information service that is tailored to this specific needs will
help.
4. Though bank outlets are available, m-banking for speedier transactions will help farmers.
5. Distribution of payment to individual farmers is manually done by 4-5 coordinators now.
However, if the operations scale up, tracking and proper distribution of payment should be
done through an information systems. The farmers should be able to check their dues and
payments from mobiles.
6. The farmers use mobile services regularly with an average spending of about ` 200/ month out
of which 40% are business related and the rest personal usage.
5.1.3. Organic Farming and the Associated Information Needs
1. The organic farming process is indicated below:
Grow and Harvest Organic Food
Dry and Powder (if required)
Pack and Seal
Market
Certification
Body
Certify
Infrastructure and Methods
Figure 7. Organic Food Processing
As indicated in the above figure, the organic products can be sold directly in the market or they can be
converted to other forms such as powders and sold. Periodic audit and certification of the
26
infrastructure, raw produce and other variants is an important task in the process as shown. One such
poly-house at Kalwadi village is shown in Figure 5-3.
2. The information needs of organic farmers is indicated below:
a. It is very important to identify any disease on the plants at the very early stage. Farmers can
take pictures of disease occurrences in mobiles and send them to experts (probably a self-
organized group facilitated by institutions such as Horticulture Training Centre:
www.htcindia.org). The experts call (either via voice or video) the respective farmer(s) and
prescribe solutions. It is said that for diseases in high-price produce such as capsicum, if
corrective actions are not taken within 2-3 days, the diseases could kill the plant. Hence
immediate intervention such as the one mentioned is of utmost important.
b. Farmers also need periodic updated information on pest diseases specific to their produce they
cultivate so that the same can be noticed at early stages for preventive action as given in (1)
above.
c. Farmers need marketing intelligence either through PC-Internet or mobile on the sales and
marketing trends of specific products.
d. Often MSAMB introduces new schemes targeted at organic farming, the information about
which often does not reach or reaches late the target farmer community. Group based
information system that is targeted at organic farmers and sends periodical updates on
schemes will be beneficial to the farmers. Otherwise, the farmers need to travel from their
respective villages to the nearest city to get information.
e. Periodic information updates on variants such as powders made from organic produce will help
farmers price their products in line with marketing trends.
f. Market for farmers is still restricted to big neighboring cities such as Pune and Mumbai. Any
information system, preferably using mobiles that connect farmers directly to end consumers in
other cities will immensely increase the demand for organic produce.
g. Alerts on renewals of organic certification requirements.
3. The information needs of organic certification agencies such as Natural Organic Certification
Association ( http://www.nocaindia.com/) are as follows:
a. Cost of certification is as high as ` 25,000 and need renewals annually. Methods to reduce cost
of the certification program will lead to higher demand for certification programs. Mobile
alerts regarding renewals can be sent to the registered farmers.
b. The certification agencies identify non-conformities. These can be mapped using tools such as
Google Maps and identified geographical locations can be sent through rich multimedia
messages to the respective farmers/ farmer groups for corrective actions.
27
c. Farmers form groups so that field visits for certification by the certification organization can be
done efficiently. Any group based service that enhances communication between the farmer
group and certification authority will help.
d. Organizations such as International Competence Centre for Organic Agriculture (ICCOA)
(www.iccoa.org) which maintains a database of organic farmers publishes advances in organic
farming practices periodically. Easy access or alerts to important publications can be provided
through mobile to the organic farmer community to improve productivity and opportunities.
5.1.4. Horticulture Training
Institutions such as Horticulture Training Centre (HTC – www.htcindia.org) in Pune, Maharashtra provide
training programmes to suit the needs of entrepreneurs, managers of greenhouse / polyhouse, agricultural
extension staff, technicians of horticulture enterprises, farmers, teachers and students of agricultural
universities, colleges and schools, financing institutes and skilled laborers on diverse topics such as greenhouse
management, protected cultivation, plant propagation and nursery management, marketing of horticultural
crops, organic farming, and landscaping. HTC is one of the two institutes in the world (the first one is Practical
Training Centre in the Netherlands) which offers specialized horticultural training. Apart from standard training
programs, customized programs are also carried out at a cost of ` 10,000 – 15,000 per day for a group of about
10 persons at the campus of HTC. The programmes if done at the site by the experts cost about ` 25,000 per
day for a group of 10-15 persons.
Following are the information needs identified by HTC:
1. Often it is difficult for farmers to go to HTC for attending the training programmes. It is equally
difficult to schedule experts’ visits to the on-site locations to conduct training programmes. HTC is of
the view that e-learning modules accessible either through the VSAT based work stations at the village
resource centre or through e-readers/ mobiles will help in disseminating the training material to a
wider audience.
2. HTC has tied up with Reuters Market Light (RML) to provide SMS based weather conditions reporting.
This can potentially be enhanced to provide other related information services as well.
3. HTC has an expert database which can be potentially be used to farm an expert group. Farmers when
they have specific questions about issues such as crop protection, diseases, pest control or crop process
can dial a voice based systems which scouts for available experts in the expert database and directly
connects the farmer to the expert. The expert answers the queries. Video calling can be enabled for
the expert to see the issue on hand at the farmer’s location and prescribe possible solutions.
28
4. bankers, farmers and technocrats on diverse topics such as production processes, packaging, marketing
linkages, crop protection
The aim of all the efforts of the Horticulture Training Center is that the farmers must become self-reliant in
terms of precision and hi-tech farming.
Pictures from this field visits are given in Appendix 5.
6. Major Findings of the Study
The information collected from the focus group discussions in the three phases is raw data. The researchers'
task is to prepare a statement regarding the collected data. The first step is to transcribe the entire interview.
This will provide a complete record of the discussion and will facilitate analysis of the data. The next step is to
analyse the content of the discussion. The aim of this analysis is to look for trends and patterns that reappear
within either a single focus group or among various focus groups. Kreuger (1988, p.109) suggests that content
analysis begins with a comparison of the words and sentences used in the answer.
From the focus group interviews done with rural women SHGs and Farmers Groups, following can be inferred:
1. Buyer monopoly is prevalent in the rural CBO markets. If connectivity is established between the CBOs
in rural areas and potential customers for the CBO products in urban/ semi-urban areas beyond the
immediate neighborhood through mobile voice calls or text/ image based VAS, it will open up a huge
market for CBO products. This will in turn improve the livelihood enhancing economic activity of CBOs
in a sustained manner.
2. Language is a barrier in the use of text based VAS or SMSs by the CBO members. Hence contextualized
voice or image based mobile VAS can be used to bridge the gap between the buyer and CBO groups in
conveying specific requirements and needs of the CBO products. For example, mobile/ Internet video
call by the buyer to explain the kind of products/ services they need will immensely help in bridging
the gap between the buyer and seller.
3. Most of the potential customers have not seen the products of the CBOs and would like to see them as
well as customize them to their specific requirements. Mobile and broadband services can be used by
customers to order any customized product (e.g. photograph of a setting that needs to be hand-worked
on greeting cards) to CBOs. This will improve the economic value of products and hence that of CBOs.
4. The individuals in CBOs/ CBOs may suffer from lack of scalability in the production and distribution of
their products when the market opens up beyond their immediate neighborhood. Hence it is possible to
build scale in their operations by forming “clusters” of organized CBOs which have the common
29
objective of producing and selling same/ similar unique products for their economic sustenance. This
promotes inter-cluster and intra-cluster (viz. between CBOs in the clusters) interaction, thus increasing
network effect dramatically.
5. Such aggregation also will help in the use of common facilities (viz. for packaging, storage). However,
the payment settlements, and rewards for better performances shall be cascaded individually to each
member of CBO. This will encourage individuals to join the CBO and the CBO cluster seeing value in the
individual meritocracy while benefits through aggregation.
6. A group based service that facilitates the members of CBOs or cluster of CBOs to communicate across
the supply chain (viz. packaging units, logistic provider, financial institutions, raw material suppliers) is
required for better coordination. This will also reduce lead time for the product/ service.
7. Apart from income generating activities, mobile public utility services such as weather information,
health information, and mobile enabled education services are essential, especially for farmer or
agricultural CBOs. (refer to Ratnoo & Sridhar, Apr 29, 2010; Sridhar & Krishna Kumar, Oct 5, 2009 for
details).
8. Mobile payment is perceived as a good enabler to reduce the cycle time for payment, especially by the
CBOs.
9. The CBO members view that mobile has given women flexibility and in some cases a powerful tool to
keep in touch with their community and family members while at work. Hence mobile is viewed as a
powerful medium for emergency communication and for social networking with their group members.
10. Expert group can facilitate the individual CBO/ cluster member to provide necessary design / process
interventions to improve the respective income generating activities. If a pool of experts is created
across geographies, a customized mobile/ ICT based solution can connect the members of the CBO to
the pool of experts, on-demand basis so that the required facilitation/ intervention can possibly
happen.
11. The CBOs often require hand-holding by NGOs, government bodies (viz. Mahalir Thittam in Tamil Nadu),
CSR departments of private companies and to educate them on the use and utility of the mobile
services.
12. Most of the extant mobile services are “push” based services that coerce users to subscribe. However
the principle of “No Coercion – Everything is optional” should be the method used to improve stickiness
and sustenance of mobile Value Added Services (mVAS). For this to happen, the value proposition of
the services should be high. Hence the need for targeted intelligent group based mobile services.
13. The intelligent mobile services should also help CBOs to better plan their supplies in tune with the
demand; meet their accounting needs for collections; earn adequate profit through disintermediation.
7. Technology and Business Framework
30
From the case studies described above, a number of related stakeholders need to be inter-connected together
through a mobile enabled service so that the platform can be used to further the livelihood and economic
activities of the CBOs. A representative list of stakeholders is listed below:
1. Mobile VAS provider: For providing mobile Value Added Service that is tailored to meet the
requirements of the respective CBOs. Examples include Nokia Life Tools of Nokia that provides
agriculture related information to farmers, VyapaarSEWATM of Sasken Communication Technologies
that provides a way for potential customers to connect directly to the members of SHGs for specific
products.
2. Mobile Service Provider: The operator(s) in the specific geographical area to provide mobile
subscription services to members of CBOs.
3. Marketing/ Selling agencies: To provide marketing and sales support for the products/ services of the
CBOs, including e-commerce/ m-commerce companies.
4. Financial Institutions: To provide m-banking and m-payment services to customers of CBO products and
services as well as to members of CBOs.
5. Logistic Providers: To provide logistics and transportation support to move products of CBOs to the
market in the non-immediate neighborhood.
6. Expert Community: To provide timely advice to the CBO members on issues of importance.
7. Content Aggregator: To collect information of importance to CBOs such as weather information, crop
pesticide information, training material in mobile readable format. Mobile VAS provider can also act as
the content provider.
8. Government Entities: Government entities such as local Municipal Corporation, local traffic authorities,
local government schools and hospitals for providing public utility services.
The interaction by the different stakeholders to the MVAS platform is shown here:
Due to the involvement of multiple stakeholders, it is important to devise a business model that is of interest
and value adding to all so that the operating model shown above is sustainable in the long run. The following
model of revenue sharing is suggested:
1. The members of CBOs pay an affordable subscription fee to avail service provided by the mVAS
platform.
2. The CBOs get a margin of x% over the product cost; the amount being sufficient enough to make the
members interested in participating and subscribing to the mobile enabled transaction platform.
3. Each partner in the supply chain (viz. logistics provider, financial transaction provider, marketing
agencies) pays y% of the business value they get towards the operational cost of the mVAS platform.
31
4. Expert communities pay a subscription fee to avail the use of mVAS platform. They also receive
payment on transaction basis for the services they render through the mVAS platform.
5. Mobile service provider gets usage revenue for all calls/ messages transacted through the mVAS
platform.
6. Mobile VAS provider pays subscription for the use of mVAS platform; also receives revenue for the
intelligent information provided through the platform.
7. Government entities that provide public utility information services pay for using the network
resources to the mobile service provider.
8. Content aggregators can have a revenue sharing arrangement with the mobile service providers for
providing their content (for which users are charged by the mobile operators) to end users.
Logistics Partner
Financial Instuitions
Marketing/ Selling Agencies Content AggregatorExpert Communities
Mobile VAS
PlatformLogistics & Transporting Info
mPay/ mBanking
Aggregated Content
Marketing/ Selling InfoExpert Advise
Mobile Service
Provider
CBOs
Orders/ Payments/
Content/ Advise
Government Entities
Public Utility Information Service
Mobile VAS Provider
Intelligent CBO Targeted
Information Service
Figure 8. Mobile VAS Platform integrating Information Requirements of Different Stakeholders
32
8. Pilot Studies undertaken by Sasken
Based on the needs of rural women SHGs, Sasken Communication Technologies (hereafter referred to as
Sasken), has developed an mVAS platform referred to as VyapaarSEWATM.
Following are the unique features of this mVAS:
1. Most of the extant mVAS are “push” based services that coerce users to subscribe. However
VyapaarSEWATM is based on the fundamental grounding principle of “No Coercion – Everything is
optional”. VyapaarSEWATM is designed such that the rural women SHG members see the need for
subscribing to compelling services based on the delivered value. Hence, the rural women SHG members
can opt-in for the services as required instead of the prevailing “opt-out” process followed in most of
the extant mVAS offerings.
2. VyapaarSEWATM platform minimizes the intermediation between SHG members and customers. It also
enables the conduct of other activities that are required to complete the make-to-deliver order cycle
for the SHG products through its mobile/ IT interface. It is intended that the other activities in the
supply chain such as marketing of SHG products, aggregation of products, packaging, and delivery shall
be carried out as much as possible by SHGs (product owning SHGs or others in the area) themselves so
that greater social welfare is attained with income earning opportunities spread across a broader base
of SHGs.
Key deliverables of this initiative include:
i. Provide customized voice and non-voice based mobile Value Added Service (VAS) that better connects
rural women SHGs to markets in non-immediate neighborhoods.
ii. Provide mVAS platform support to enable all activities in the order-cash cycle of SHG products and
services (plan to be developed).
iii. Provide mVAS platform that interconnects all the appropriate agencies in the supply chain namely,
mobile operators, financial institutions, and logistic providers (plan to be developed).
The eVyapaar SEWA society (eVS) Kanniya Kumari District, Tamil Nadu is a Not-for-Profit organization
registered under Tamil Nadu society act of 1975 as Public Private Partnership between the Government and
Sasken. The eVS Society closely coordinates the identification, facilitation, and monitoring of the SHG
activities in the respective areas of operation. It also forms a nodal agency that coordinates the Corporate
Social Responsibilities (CSR) activities of Sasken and the government agencies responsible for the welfare of
SHGs. Sasken through its Research & Development programme will create a mobile VAS (mVAS) software/
hardware platform referred to as VyapaarSEWATM. The mVAS platform already has been developed with voice
33
interfaces to enable direct connection between the SHG members with potential customers in non-immediate
neighborhood locations, minimizing any intermediation. The platform will integrate all activities in the order-
cash cycle for SHG products. Research and development efforts by Sasken will lead to a unified mVAS platform
that provides IT support, not only to SHGs, but also to associate partners involved in enabling SHGs to market
and sell their products such as mobile service providers for telecom connectivity, banks for financial services,
logistics provider for transferring the products from the place of SHGs to that of the customers.
Figure 9. Order-Cash Cycle
The mVAS platform supports the order-cash cycle of SHG products and services are shown above and explained
as follows:
1. The orders for the SHG products are taken from the field, call centers, kirana stores and other possible
market outlets by order taking SHGs, and entered through mVAS system to create an order pool.
2. The orders along with the order quantity, expected unit price, and discounts, are notified by the mVAS
system to the appropriate SHGs/ SHG clusters depending on their self-defined rules factoring variables
such as production capability and inventory levels. Thus the power is given to the rural SHG women/
clusters to choose which orders they would like to serve to maximize their profit subject to their
34
capacity and other constraints. Note that it is different from a buyer monopoly market where the buyer
dictates the order quantity and price of products.
3. Those orders from the pool that are not chosen are then distributed to other SHGs. This ensures that all
SHGs benefit and monopolization by any one group is prevented.
4. Once the SHGs/ clusters pick their order, specific SHGs play their part in producing as per orders,
collecting supplies, packaging and shipping to the destination of the order taking SHGs.
5. The order taking SHGs receive the goods and then deliver to the buyers. Movement of goods is logged
and tracked by the mVAS system. IT and mVAS support shall also be given to associated logistic
partners.
6. The order taking SHGs then collect payment from the buyers and distribute it appropriately to the
respective SHG clusters/ SHGs/ SHG member through the mVAS system. Order taking SHGs may stock
up SHG produce for sale, for which financing may be necessary through microfinance institutions. IT
and mVAS support shall also be given to associated financial institutions.
Note that in each step of the above process mobile VAS is used for transactions, communication, and
collaboration. The rural women SHGs also update their production and inventory details of their products in the
mVAS system. The use of mobiles for transaction by all the stakeholders increases the network effect and
hence the value of the network for these communities.
35
9. Government Support and the use of USO Fund
The government has had limited success so far in augmenting the inclusion of the rural population in to mobile
and broadband phenomenon as is evident by the huge rural-urban divide in mobile density. Though Universal
Service Obligation (USO) funding for rural narrowband wire-line scheme has existed for nearly a decade, the
high-capital cost, limited resources such as electricity, and limited potential revenue has prevented
widespread deployment of landlines in rural areas. When the subsidy scheme was subsequently extended to
mobile services, it met with only limited success. The USO Fund Administrator has recently entered in to an
agreement with the government owned Bharat Sanchar Nigam Limited (BSNL) for the provisioning of wire-line
broadband services in rural and remote areas of the country through the rural exchanges of BSNL. However in
recent times, mobile services have penetrated the rural areas much more than wire-line services. In Dec 2009,
the rural wireless subscriber base was 165 million while that of rural wire-line subscribers stood at less than 10
million.
Following issues emerge as possible causes for the limited success of USO funding support for rural telecom
services (Sridhar & Raja, 2010):
1. The main problem in the sustenance of the funding support for landline services is that though rental
charges are brought down due to subsidy, the usage charges are inhibitors for continued usage.
2. We have noted from our field studies that though rural subscribers spend their limited disposable
income on mobile handsets (both low cost and second hand ones), they tend to switch subscription
connections more often due to their inability or unwillingness to spend on usage charges.
3. The intense competition which is being witnessed even in rural areas, have increased the churn of
subscribers and decreased their loyalty towards service providers. It also leads us to believe that the
price elasticity of demand is still very high even at the low levels of pricing being witnessed, especially
in mobile services. To reduce churn and gain subscriber loyalty, both the subscription and the
associated usage charges need to be low enough that warrants stickiness of the subscribers to their
corresponding service providers.
4. Hence a model needs to be worked out where the subscription and usage charges need to be brought
down by the service provider, possibly through an USO funding scheme, to such a critical level that it
encourages the subscribers to remain with the service provider. After the stickiness is created, the
usage is expected to grow almost exponentially as proposed in most of the S-type adoption models.
Associated with this exponential growth of usage is the type of usage.
5. From our field study as indicated earlier, the business needs of mVAS especially for the SHGs are quite
high. Hence once the threshold usage (supported by subsidize pricing) is crossed, it is expected that
more usage will follow due to the business use of mobile services.
36
6. For rural CBS, a viable model seems to be Public Private Partnership, revolving around the core
principles of each stakeholder as given in the following Figure.
Figure 10. The Public Private Partnership Model
Roles of each stakeholder are given below:
4. Public arm: Provides funding and monitoring support for the inclusive growth and economic
sustainability of rural CBS enabled by mobile services.
5. Private arm: For profit organization provides the requisite technology and expertise and offer
customized mobile solutions for improving the livelihood of rural CBS and provides operational
excellence for the timely completion of projects.
6. Society at large: Specifically, rural CBS benefit through the self sustaining services which improve their
economic well being and livelihoods.
9.1. Government Scheme for Mobile Connectivity for Women’s SHGs
The above scheme is envisioned by the Gender Budget Cell of the Department of Telecommunications (DoT)
and the Universal Service Obligation Fund (USOF) for adding Value to Rural Women’s Lives. This Scheme
envisages a partnership between DoT and mobile service providers, handset manufacturers and mobile value
added services (mVAS) providers to offer a discounted bundle of mobile services to rural women’s SHGs. This
would include a handset, mobile connection and a mobile VAS subscription. Through this scheme, in addition to
37
connectivity, employment and livelihood enabling access to information markets, and financial services etc
shall be provided to SHGs.
The objective of this scheme is to bring together the Corporate Social Responsibilities (CSR) initiatives of
Mobile Service Providers, Handset Manufacturers and Mobile VAS Providers to provide a discounted bundle of
mobile services to rural women’s SHGs.
Various agencies in this scheme is shown in Figure and their roles and responsibilities include the following
(DoT, 2010):
i. DoT’s Gender Budget Cell: To coordinate and facilitate the contributions of various agencies including
government financial institutions such as National Bank for Agricultural and Rural Development
(NABARD)
ii. USOF: To provide subsidy support towards tariff plan /subscription to VAS
iii. Mobile Service Providers: To offer a special discounted prepaid tariff plan to women's SHGs
iv. Handset manufacturers: To offer discounted handsets capable of supporting VAS, to women’s SHGs
v. Application Service Providers: To offer discounted subscriptions to suitable VAS to SHGs
vi. Government financial institutions such as NABARD: To facilitate micro credit for purchase of handsets
by SHGs
vii. NGOs : To clarify the requirements of SHGs and coordinate with DoT to reach out to SHGs and facilitate
scheme implementation including training and maintenance efforts.
Figure 11. Stakeholders in the Gender Budget Scheme of DoT
The funding requirement for providing both narrowband and broadband mobile VAS for rural SHGs is articulated
in Sridhar & Raja (2010).
38
The specific cases of funding by USOF in this context can be as follows:
1. Provide usage (talk time) subsidy for calls initiated by CBO members to specific toll-free or a Closed
Use Group (CUG) number(s) that enable them to talk with each other for coordinating their economic
activities (e.g. coordinate supply of raw material, order pick-ups, transport for taking products to
nearby markets, and sharing knowledge for product/ process improvement.
2. Provide usage (talk time/ SMS/ data) subsidy for CBOs to get information relating to market prices for
their products, design interventions, disasters, and government schemes either through Interactive
Voice Response system / SMS / multimedia messages.
3. Provide usage (talk time/ SMS/ data) subsidy for obtaining training on design interventions, process/
product improvements, dealing with disasters that affect their income generating activities either
through Interactive Voice Response system / SMS / multimedia messages.
Subsidies for the development of specific applications for rural CBOs are not included here as it may be
difficult for the government arm to quantify the level of investment and monitor to confirm whether the use
of it benefits the targeted audience.
10. Business Modeling of Mobile VAS for CBOs
The business model for the different entities should consider the variables outlined in the following table:
Table 4. Variables for Business Modeling
S.No. Entity Variables
1 CBOs/ SHGs i. Cost of produce
ii. Market reach: Potential buyers
iii. Profit margin
2 Mobile Service Provider i. Revenue from calls/ SMS/ multimedia messaging
ii. Cost of customer acquisition/ retention
iii. Cost of providing calls/ SMS/ multimedia
messaging
3 Mobile VAS provider i. Revenue from mobile VAS service
ii. Cost of development of mobile VAS applications
and platforms
4 Handset manufacturers i. Revenue from handsets capable of providing the
customized VAS service
ii. Cost of handset subsidies, if any.
5 Public sector banks/ i. Cost of providing finance to SHGs for livelihood
Comment [SV7]: Added this section as clarification for comment (3).
Comment [SV8]: This section has been added in response to your comment (5).
39
Financial institutions activities
ii. Revenue from interest in loans to SHGs
6 NGOs i. Cost of enabling activities including training and
design/process interventions
ii. Funding from government institutions or financial
institutions
7 Government institutions
such as DoT
i. Seed funding for pilot projects for testing
technologies and adoption of services amongst
SHGs.
Following causal model describes the association amongst the above variables of interest to the different stakeholders:
Adoption of/
Spending on
MVAS by
CBOs
Revenue for
MVAS
ProviderRevenue for
Mobile Network
Operator
Investment in
VAS Offerings
Investment in
Telecom
Infrastructure
Improved
QoS
Improved
offerings
Cost of
provisioning
Price of mobile
services
Addressable
MarketsSales
Revenue
Seed Funding by
the Government
Investment in co-
ordination and
training by NGOs
CBOs’ product
quality/ variety
Cost of
products
Profit margin
for CBOs
Loan by banks
Investment
by CBOs
Sales of
handsets
Investment in
handset
promotions
Cost of VAS
provisioning
Figure 12. Causal Model of Variables of Interest to Various Stakeholders
40
In this causal diagram, the existence of possible major cause-and-effect links are presented, indicating the
direction (cause -> effect) of each relationship. The relationship is positive (or negative) if a change in the
causal factor produces a change in the same (or opposite) direction in e-commerce adoption. A closed
sequence of causal links represents a causal loop. The causal loop is positive if it has all positive links or even
number of negative links. Otherwise, it is a negative loop. There are two negative loops in this causal diagram
indicating non-exponential improvements in the variables of interest. The primary variable of interest to us is
the adoption and spending on the targeted MVAS so that it is self-sustainable. A simulation of the above causal
model will help in predicting the transient and stationary distribution of the adoption pattern based on certain
distribution of values of the other variables.
11. Concluding Remarks
Communication within and amongst Community Based Organizations or CBOs are the next disruptions in
telecom as is evident by the exponential increase in the usage of Internet based social networking sites. In this
study, we specifically looked at the usage and intention to adopt mobile services amongst women Self-Help
Groups (SHGs) and farmer groups in different rural areas of India. The study indicates that innovative mobile
services that reinforce the economic and livelihood activities of these groups are perceived positively and
hence have the potential to improve the economic well-being of the target population. We also prescribe a
structural mechanism including the government and private operators for providing sustainable group based
services in rural areas of the country.
Based on our study following are the conclusions:
1. Buyer monopoly is prevalent in the rural CBO markets. If connectivity is established between the CBOs
in rural areas and potential customers for the CBO products in urban/ semi-urban areas beyond the
immediate neighborhood through mobile voice calls or text/ image based VAS, it will open up a huge
market for CBO products. This will in turn improve the livelihood enhancing economic activity of CBOs
in a sustained manner.
2. A “pull” based group mobile Value Added Service incorporating multi-media capabilities (viz. voice,
SMS, image and video) providing economic benefits to improve the livelihoods of rural CBOs can
potentially bridge the mobile and economic divide between rural and urban areas. One such service is
that of connecting CBO members who are involved in income generating activities directly to the
markets in non-immediate neighborhood.
3. The set of such services include: (i) group based service that facilitates the members of CBOs or cluster
of CBOs to communicate across the supply chain (viz. packaging units, logistic provider, financial
institutions, raw material suppliers) for better coordination (ii) mobile service that provides linkages
with the market in non-immediate neighborhood including potential buyers of the products produced
41
by the CBOs and price information on such products (iii) mobile public utility services such as weather
information, health information, and mobile enabled education services especially for farmer or
agricultural CBOs (iv) mobile payment/ remittance services that reduce the cycle time for payment to
the CBOs.
4. A public private partnership model is required to provide sustainable inclusive growth of rural CBOs,
enabled by mobile technologies and services. The responsibilities of the partners in the PPP model shall
be as follows:
a. Government to provide the required initial subsidies through mechanisms such as the Universal
Service Fund for the provisioning of voice and non-voice services customized services for the
rural CBOs. This will help private operators and service providers to roll-out the services even
in areas commercially unviable to start with so that critical mass of users can be attained.
b. Private operators and service providers (e.g. mobile service providers, VAS providers, handset
makers) to provide specific customized mobile services (voice and non-voice) to rural CBOs that
reinforce their income earning opportunities. The private players to bring in their operational
excellence and technological knowhow in executing these projects at low costs and better
margins for their sustainability.
c. Banks and financial institutions to provide financial assistance in the provisioning of training
(e.g. product/ process improvement, marketing of products, design interventions) so that the
CBOs continually improve their income generating products/ services to attain better margins.
d. NGOs to assist the CBOs through field training, hand-holding during the initial stages, and
incubating new businesses.
5. All the stakeholders directly or indirectly involved in the group activities and are interconnected
through the mobile services will generate increasing positive network effects leading to long-term
sustainability of both the mobile services and their income generating activities.
Future research on the simulation of the causal model presented in Figure 12 will give a better
understanding of the transient and equilibrium states of the adoption of mobile VAS amongst CBOs and
their members.
Comment [SV9]: Revised as per comment (4)
42
References
Annenberg. (2003). The Mobile Communications Society. Annenbeg Research Network on International Communication, University of Southern California, USA. Accessed at: [www.usc.edu] on 30 Sep 2009. Denzin, N.K., & Lincoln, Y.S. (1994). Handbook of qualitative research. London: Sage. Department of Telecommunications (DoT). (2010). Pilot Schemes for Mobile Connectivity and ICT Related Livelihood Skills for Women’s SHGs. Retrieved from http://usof.gov.in/ on 20 June 2010. Department For International Development (DFID). (2003). The Role of Self-Help Groups in in Rural Non-Farm Employment. UK Department for International Development. Accessed [http://www.nri.org/projects/rnfe/pub/papers/roleofselfhelpgroups.pdf] on 25 Sep 2009. Glesne, C., & Peshkin, A. (1992). Becoming qualitative researchers: An introduction. New York: Longman. Kreuger, R.A. (1988). Focus groups: A practical guide for applied research. London: Sage. Morgan, D.L. (1988). Focus groups as qualitative research. London: Sage. Ratnoo, R., & Sridhar, V. (Apr 29, 2010). Mobiles for delivery of public services. Economic Times. Rural Development and Panchayat Raj Department (RDPD). (2009). Demand No. 42, Policy No. 2009-10. Accessed [http://www.tn.gov.in/policynotes/pdf/rural_development.pdf] on 3 Dec 2009. Sridhar, V., & Krishna Kumar. (Oct 5, 2009). The M in learning. Business Line. Sridhar, V. & Raja, S.R., (2010). Empowering Rural Women SHGs through ICT Interventions: USO Fund Support for Self-Help Groups. Accessed at: http://usof.gov.in/ on 20 June 2010. Stewart, D.W., & Shamdasani, P.N. (1990). Focus groups: Theory and practice. London: Sage.
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Appendix 1. Survey for Assessing the Mobile Services Needs of SHG Members
Name
Place
Demographics
1.1 Which community based organization are you member of?
1.2 How long have you been having mobile?
1.3 What is your mobile handset make and how much did it cost?
1.4 What is your average income per month? What is your family's average income per month?
1.5 Are you literate? Can you use SMS?
1.6 Which languages can you speak/ read/ write?
Business Related
2.1 Do you have any problems selling your products?
2.2 How many times do you call potential buyers from your mobile?
2.3 Would it help if we periodically send a list of potential buyers for your products to your mobile
2.4 How much will you pay per month for the above service?
2.5 Will it help if you get employment opportunities in your neighborhood through your mobile
Social
3.1
How many times a week do you call your friends/ family members in nearby areas and what is the purpose?
3.2 Are all your relatives live in nearby village or far off?
44
3.3
If special reduced prices are available, how many times would you call your friends/ family members in nearby areas?
3.4 What has mobile given you? Identity, esteem, independence.
Education
4.1 How many of your kids go to school? How far is the school? How do they go?
4.2 Will it help if information about schools, timings are available through your mobile?
4.3 Will you pay to learn word-a-day and how much per month?
4.4 Will it help if you can get translation services through your mobile?
Financial
5.1 Do you have any banks in your village? How far? Do you go to the bank?
5.2 Do you receive any money from your family members residing outside?
5.3 Do you have problems receiving money for your products from outside?
5.4 Will you avail if you could be sent money though your mobile to encash locally?
5.5 Is there any other financial service that you want from your mobile?
45
Transport
6.1 Do you go out of your village to nearby areas? How many times a week and for what purpose?
6.2 Do you share transport when going outside?
6.3 Will it be valuable if you get public/ shared transport timings through your mobile?
Location Based
7.1 Have you felt at any point that you did not get any information about disaster/ warnings?
7.2 Will it help if you get rain/ storm warning well in advance through your mobile
Health
8.1 How many times do you go to the doctor? How far do you have to go?
8.2 Will it be valuable if you are informed about the doctor's arrival in your village?
8.3 Do you talk to your neighbors through mobile if you feel ill to get tips?
Entertainment
9.1
Do you go to local entertainment (plays, song programmes or movies) events? How often per month?
9.2 Will it help if information on local cinema shows available through your mobile?
9.3 Will you pay for any gossip available through your mobile?
46
Appendix 2. Sample Photos Showing the Products Made by SHGs (First Phase) for their Income Generating Activities
Picture 2-1. Honey Combs being Developed in Wooden Boxes
Picture 2-2. Fish Pickles in Sealed and Packed Pouches
47
Picture 2-3. Varieties of Hand-crafted Tapioca/ Flower Decorated Greeting Cards
Picture 2-4. NABARD Funded Handicraft SHG
48
Appendix 3. Sample Photos Showing the Products Made by SHGs (Second Phase) for their Income Generating Activities
Picture 3-1. Dancing Doll Making SHG Unit at Singapermualkoil
Picture 3-2. Organic Manure Making SHG Unit at Baluchettichatram
49
Appendix 4. An Example On-line Update of Commodity Price at MSAMB web site
50
Appendix-5. Sample photos from the Field Survey in Pune
Picture 5-1. Dial for Bhaji
Picture 5-2. Transport of Bhaji from Kalwadi Village to Pune
51
Picture 5-3. Poly-house in an organic farm in Kalwadi Village
