Chapter 7: Conclusions

The present research has made an attempt to build an understanding about technology

foresight concept and different foresight exercises. The technology foresight is a

process involved in systematically attempting to look into the longer-term future of

science, technology, the economy, the environment and society with the aim of

identifying the areas of strategic research and the emerging generic technologies

likely to yield the greatest economic and social benefits. The present foresight

exercise has its time hori'zons as 2015 and 2020.

Foresight is related to policy as well. It is important to stress that foresight is not as

same as technology forecasting. Technology forecasting, after enjoying some

popularity in the 1960s and early '70s, fell somewhat into disrepute, following the

general failure to foresee the 1973 oil crisis and its effects. During the second half of

the 1980s, interest shifted towards foresight or Ia prospective. This had a different

philosophical starting-point from that of traditional predictive or extrapolative

forecasting. The latter assumes that there is one, unique future. It is then the task of

the forecaster to predict, as accurately as possible, what this will be. By contrast, with

foresight and Ia prospective one assumes that there are numerous (or infinite) possible

futures. In other words, foresight involves a more 'active' attitude towards the future;

countries, organizations and indeed individuals have the power to shape the future

through the decisions they make in present.

Further, review of different foresight exercises reflects that technology foresight

exercises contribute to the five Cs: Concentration on the longer term, improved

Coordination of the visions, intentions and actions of stakeholders, Consensus on

areas that seem promising, Communication about societal needs and opportunities in

science and technology, and Commitment to the implementation of policies that may

be appropriate in the light of the exercise. These exercises are related to five

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generations of the foresight. The countries who have initiated foresight exercises or

activities are classified or grouped on basis of application of foresight approach and

foresight initiatives undertaken, in four categories as Champions, Leaders, Learners,

and Followers.

The evidence from all the foresight exercise suggests that there are three kinds of

foresight method in use. These are qualitative (17), quantitative ( 6) and semi­

quantitative (10). These are presented as 'foresight diamond' based on their

capabilities to gather or process information based on evidence, expertise, interaction

or creativity. Therefore, SWOT analysis, STEEP analysis and Mini-Delphi methods

are found to be appropriate options as foresight methodology for current foresight

exercise for dairy industry in India.

From an industrial perspective, the motivation is specific for such kind of exercises.

Here, the situation is that companies operating in the 'network economy' have to

manage interfaces with customers, suppliers, collaborators, regulators and other

stakeholders. Foresight offers a means of creating a shared strategic vision which has

the potential to reduce the uncertainty involved in innovation.

Technology foresight can provide an opportunity to explore the plausible future of

dairy sector and then set to achieve that through appropriate policy initiatives. As

earlier agreed, the concept of foresight does convey that there can not be single future

of dairy sector. Therefore, to achieve desired future it is required to identify the major

trends, drivers, actors and factors of the dairy sector. Further, it needs to setup priority

for research and development, technology transfer and diffusion, investment,

sociological and political agendas, and governance and trade policies.

Therefore, the understanding of technology foresight sets on stage to look

systell?-atically into long-term perspective of dairy industry in India for identification

of areas, issues and emerging technologies.

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The application of foresight approach in dairy industry in India has identified and

analysed strengths, weaknesses, opportunities and threats of dairy industry through

SWOT analysis. Strengths and weaknesses are the internalities of the present situation

of dairy industry within the country. Opportunities and threats are the externalities of

the future situation, not only within the country, but also expected from outside the

borders.

Strengths of the Indian dairy industry are Largest milk producer in the world with

highest milk production growth, Emerging competent regulatory system and

authority, New Food safety and Standards law and authority, Strong institutional set

up and Technical and skilled human resource, 'Strong successful cooperative

movement' and National Milk Grid. Further, weaknesses are largest numbers of

livestock with low milk productivity , small dairy herd size with lack of efficient

dairying practices, poor veterinary and animal health services, lack of efficient cold

chain, challenge of quality raw milk collection, lack of data and information

availability on dairy sector, weak organised retailing, and low efficiency of

cooperative dairy plants. On the other hand, the identified opportunities for the diary

industry are large market and investment opportunity, increasing quantity of available

milk for processing, increasing income level of consumers, changing life style and

preference for milk and milk products, increasing number of adult consumers,

untapped indigenous milk products market, and low cost human resource and

employment generation. Additionally, the dairy industry faces some threats and

challenges as well. The food safety is a major concern in India from the clean milk

production to final consumption by consumer the whole chain has too many potential

points of microbial and chemical contamination. Some additional threats are

unfriendly WTO regime and Imports from other countries, poor practices in process

of use of drugs and pharmaceutical for animals, and drought and flood.

Further, application of STEEP method has produced a numbers of drivers which drive

the dairy industry in India. The major sociological drivers are favorable

demographical change, dairy products as a culture, vegetarian culture, milk sweets as

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a common gift, and convemence and health consciousness. Whereas identified

technological drivers are Indian dairy products technology, Packaging technologies,

Transportation technologies, Cold chain and low temperature technologies, Probiotic

and Nutraceutical product technology, and ICTs. Further, large domestic market

demand and dairy products, economic slowdown VS growth, investment, marketing

and emerging retail chain are the economical drivers which will drive the dairy

industry. Additionally, Green house emission, global warming and climate change are

some of the environmental issue with may affect the dairy industry. Finally, some of

the political factors in dairy industry are elections in cooperative, political parties'

participation in elections of cooperative and political interference in cooperative

system. The political will and devotion for setting up and formulation of future food

regulatory system, dairy policy, R&D policy, investment policy, financial support

package for the dairy sector will drive the dairy sector.

The dairy industry has been developed through consistent efforts and application of

science and technology during pre and post independence period of India.

Consequently, India has become leading milk producers in the world with 104 million

tonnes in 2008-09. In this context, the present work has analysed the two rounds of

Delphi survey responses to explore the future of the dairy industry in for medium time

horizon.

It is evident that the dairy industry has been growing at an average 4% during last

three decades. This trend is likely to be moving towards higher level in future. The

two rounds of Delphi survey have come out with significant results. The dairy

industry growth will be driven by a number of drivers. Four most important growth

drivers of the dairy industry by year 2015 are private investment, cold chain

development, cooperative investment, and market mechanisms. With same level of

percent agreement on fifth position, there are four growth drivers such as food safety

policy, extension system and farner's training, international trade regime, and milk

processing technologies by year 2015. Further, two out of five most important growth

drivers in year 2020 are market mechanisms and cold chain development in

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descending order of level of percent agreement. In addition, four growth drivers such

as private investment, packaging technologies, educational institutes and R&D, and

cooperative investment are most important for growth of dairy industry in India.

Dairy sector as a whole faces a couple of difficult and challenging issues at present.

Without an iota of doubt, industry will face many of the present crucial issues which

create trouble for higher growth and expansion of dairy sector in overall share of

GDP. The five most crucial issue of dairy industry in year 2015 are, expected to be,

quality milk procurement, productivity of the milch animals, quality veterinary health

services in rural or at farm gate, enhanced shelf life of the milk and milk products, and

future dairy cooperatives structure and their realignment. On the other hand, quality

milk procurement, productivity of the milch animals, food safety, quality veterinary

health services in rural or at farm gate, and healthy food for consumers came into

view as five most crucial issues in year 2020. Food safety, food standards and

regulation, national food safety policy, and milking machine and mechanisation of

farms could be significant issues by 2015. Food standards and regulation, national

food safety policy and use of milking machine and mechanisation of farms are also

significant issues for dairy industry by 2020. The issues have to be managed through

innovations in the sector.

The dairy industry is driven by innovations at products, process, organisational and

institutional level. However, presently most prominent is product innovation. A wide

product mix of indigenous milk products is provided to consumers. Various Indian

dairy products are manufactured through application of advanced technologies which

was not the scenario two decades earlier. When it comes to identifying the source of

products innovation then some key drivers of milk product innovation are surfaced.

Five most important product innovation drivers are health benefits, prices, microbial,

chemical and physical safety, packaging, and preservation and naturalness by year

2015. Five years later, 2020, the group of five most milk product innovation drivers is

slightly different to drivers in 2015. Health benefits, packaging, and preservation and

naturalness, and microbial, chemical and physical safety are crucial driver of product

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innovation in year 2020. In addition, three innovation drivers of equal level of

agreements are organic, advertisement and publicity, and price of the products in the

same year. In recent time, a couple of innovations around the dairy sector have

triggered the demand in the market.

The market of milk and milk product is expanding at more than 7% per annum.

However, the relative demand of the milk products in India by 2020 would be

changing from the present scenario. There will be some dairy products which will

have very high market demand by year 2020. These are ranked in range of 5 and 6 on

scale of 7 for their market demand. These are dahi, misti dahi, probiotic milk

products, and ice cream. In second group, the products, which will have high market

demand by year 2020, are ranked between 4 and 5 on scale of 7. The names of such

products are paneer, chhachh, lassi, yoghurt, ghee, and sweets. Third group with

moderate to high demand are ranked in range of 3 and 4 on scale of 7. These products

are cheese, butter, flavoured milk, dairy whitner or coffee creamer, and chhana.

The whole scenario of market demand, critical technologies, milk product innovation,

managing important dairy issues and dairy industry growth drivers will make changes

in present pattern of milk processing. Presently, organised sector processes around 17

percent of the total milk production. The organised dairy sector will be processing

20% and 30% of total milk production by 2015 and 2020 respectively. Both organised

and unorganised sector will be processing 50% and 53% of total milk production in

India by year 2015 and 2020 respectively. But this also depends on available

appropriate technologies and investment.

The critical technologies, for dairy industry, provide direction and shape the market of

milk and milk products in India. Critical technologies are most important or frontier

technologies of a sector. Five most critical technologies of the dairy sector by year

2020 are packaging technologies, artificial insemination technologies, biotechnology,

cold chain and low temperature storage technologies, and preservation technologies.

In addition, there are five additional critical technologies identified for dairy sector by

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year 2020 such as Nutraceutical and functional food technologies, indigenous milk

products technologies, embryo transfer technology, information communication

technologies, milk and milk products testing technologies. These technologies have

played a crucial role for growth of dairy industry. These technologies will have grater

role in future as well. These technologies have to be developed by the R&D institutes,

cooperatives and companies. The process for development of some of the critical

technology is shaped up by R&D institutes in food sector such as CFTRI and NDRI.

It is up to the capabilities of such institute that can provide direction to future of the

dairy industry. Therefore, their role will be crucial for shaping up dairy industry in

future.

Thesis, further, focuses on study of role ofNDRI and CFTRI in Indian dairy industry.

The institutes have been studies from their capabilities perspective, ability to

contribute to society in terms of different indicator, and mechanisms of TT and

problem ofTTM.

The origin of the NDRI can be traced to the needs of British Indian military

(including Britishers, who were present at that time) for milk and milk products and

some specific government decisions. It is evident from then British India Government

efforts 1) to establish the Imperial Bacteriological Laboratory in 1889, 2) first

importation of Ayrshire stock in 1907 with an aim of better productivity, 3)

conducting a preliminary study concerning the composition of milk produced by

indigenous cows and buffaloes in 1914, 4) appointing William Smith as an imperial

Dairy expert and his recommendation to establish a training centre to meet the

manpower requirement for managing the farms on scientific lines and 5) first

livestock census of India in 1919, and 6) setting up Imperial Institute of Animal

Husbandry and Dairying at Bangalore in 1923. Decisions based on recommendations

from William Smith in 1919, Royal commission on agriculture in 1928, Wrights

in 1936, and Dr H.D. Kay have shaped the goals and objectives of setting up Imperial

Dairy Institute (later name changed as National Institute for Research in Dairying)

and shifting to Kamal with a new name National Dairy Research Institute. The NDRI

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assumed it objective of research and training manpower for dairy sector, as

recommended initially by William Smith and later by government of India.

The institute has developed its infrastructural capabilities which consist of central

facilities such as Livestock Farm, Fodder Farm, Animal Breeding Complex, Animal

Health Complex, Model Dairy Plant, Experimental Dairy Plant, Consultancy Unit,

Library and National Bio-informatics Centre, Computer Centre, Estate Section and

Maintenance Engineering Section. The Institute has strength of 160 scientists, 342

technicians, 186 administrative and 771 supporting staff during 2007-08, whereas 17 6

scientific, 365 technical, 172 administrative I ministerial and 788 supporting staffs

were during 2006-07.

Institute, under the given mandate, takes all the activities such basic and applied

research in the area of dairying covering Production, Processing, Economics and

Management, developing dairy farming systems for different agro-climatic conditions

and demonstrate models for transfer of technology, organising and conducting

programmes at under-graduate and post-graduate levels in various branches of dairy

science, organising short-term specialised training programmes and vocational

courses, collaborating with national and international agencies for dairy R&D,

providing consultancy to dairy industry, dairy farmers and other dairy development

agencies, and acting as a referral centre on dairy research.

Institute has filed about 60 patents during last one decade_ Further, approximately 71

technologies assessed and transferred along with 11 technologies commercialised

between 1999 and 2007. Further, it has provided total 2075 consultancies for different

fanners, government agencies, industry, NGOs, and international agencies.

Consequently, it has produced revenue of Rsl55.38 lacs during 1999-2007. In

addition, NDRI has published 1162 total numbers of publications till March 2009.

There are 301 papers out of total 679 which have received atleast one citation and 379

papers without any citation in considered period between l999 and 2008. In addition,

it could develop 103 linkages with national and international agencies other than

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universities, national departments, ICAR institutes, and under NATP during ten years.

It has awarded 212 PhDs, 176 graduate and 505 post graduate degrees between 2001

and2008.

NDRI has strong role and capability in churning out trained manpower for industry.

The Institute provides high quality education in the field of dairying. The NDRI is not

only an important contributor of manpower in dairying required at State Agricultural

Universities (SAUs) but also it plays an important role in enhancing the teaching

capabilities of SAUs dairying faculty. The dairy industry owe significant

contributions from NDRI in form of technology, innovation, knowledge, human

resource development, animal breed improvement, shaping of dairy science and

business.

The evidence suggests a weak capability of the NDRI to transfer and commercialise

technologies, which it has developed, related to Indian dairy products, whey products,

microbiology and testing, enzymes, processing, animal breeding, animal feed and

fodder, and dairy engineering . The lack of availability of expertise in technology

transfer {TT) with NDRI is directly related to success at TT and technology

commercialisation {TC). The poor performance on TT and TC proved that NDRI

faces challenge of efficient TT and TC institutional mechanisms. On other hand, case

of CFTRI has different contextual development path.

The Bengal famine of 1943, and the ravages ofthe Second World War, awakened the

Government and the whole nation of India to this grave, scientific 'realisation,' like

no other calamities ever before. It was realised that the key to food security in India

lies in the right intervention of science & technology, particularly of the indigenous

kind, to conserve & preserve and process & distribute their available food resources.

Consequently, the Industrial Research Planning Committee of the CSIR (under the

chairmanship of Sir Shanmukham Chetty) and the Food Industries Panels of various

Ministries of the Government of British-India proposed, in 1943, to setup a Food

Research Institute, as part of the CSIR chain of national laboratories. The

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recommendations and proposal were accepted in principle only after independence of

the country by the Governing Body of the CSIR in February 1948. Consequently,

CFTRI was set up as part of CSIR by merging Indian Institute of Fruit Technology

and declare open in 1950 at Mysore.

Institute has focussed on development of low-cost and cost-effective technologies,

utilisation of indigenous raw materials and bio-friendly technology, high-level pursuit

of total technology underlining the need for food safety, health and nutrition to one

and all. The CFTRI vision clearly emphasises on technological application in

industry, self financing for R&D through a paradigm change, competitive and high

quality R&D and services, and transferring the science and technology for societal

development driven by a strong world class institute.

Research institutes have rigorously been pursuing the process of education, research,

extension and technology transfer and diffusion under given mandate and assumed

VISion. It has been promoting the development of food industry through inter­

disciplinary, innovative and state-of-the-art solutions. The CFTRI has evolved a

strong R&D capability which is evident in terms different out put of the institute. One

of them is number of patents filed and granted to the institute. The numbers of patents

filed were 598 and 314 in India and abroad respectively during 1999 to 2008. The

number of total patents filed by the institute has continuously increased till the year

2006. However, it has further declined during 2007 and 2008. The trend indicates

declining annual productivity of the institute.

The CFTRI has a strong strategy for transfer of technology which it has developed

and improved them through innovations as a major innovator. It has commercially

released 387 technological processes to different parties between 200lto 2008.

Further, it made ready 132 technological processes for commercialisation during the

period. The institute attracts a good number of technology receivers. Therefore, it

suggests a significant impact on industry through technology transfer and interlinking.

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It has provided 249 technical consultancies to clients between 2002 and 2007, which

mean an average 50 consultancies per annum. Additionally, the institute has provided

an average 1000 counselling services per year during five years period from 2002-03

to 2006-07 that are equivalent to more than 4 average counselling on each working

day. This shows a remarkable role of the CFTRI in delivering every day to its clients

from food industry.

CFTRI has published 2824 total numbers·of publications tilll1 th March, 2009 in areas

related to dairy and non dairy sectors. The per annum paper publication rate (PPR)

between 1954 and 1958 was 0.8 papers which has reached 159 papers during the five

years period 2004-08 for CFTRI. It can be said a good performance of research

institute in Indian context.

One remarkable fact emerged that NDRI has major focus on Veterinary through

publishing 453 papers where CFTRI could publish only 4 papers. On the other hand,

CFTRI has published 595 papers in Chemistry as compare to 14 by NDRI. Therefore,

NDRI has more focus on dairy industry where as CFTRI on non dairy industry areas

of the food processing industry.

It has facilitated 89 PhD degrees, awarded by different universities in country during

2002 to 2008. Further, institute has awarded 156 MSc Food Technology degrees

between 2001 and 2008. Additionally, 3920 number of persons from industry

benefitted through short term training programmes. Therefore, institute has crucial role

in training the human resource for food processing sector mostly in non dairy areas.

The dairy industry owe a significant contributions from CFTRI and NDRI in form of

technology, innovation, knowledge, human resource development, animal breed

improvement, shaping of dairy science and business. Research institutes have

rigorously been pursuing the process of education, research, extension and technology

transfer and diffusion under given mandate and assumed vision.

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Above results suggest that modem dairy innovations emerge from the research and

university system and are adopted by industry as a process referred to as 'bench to

bedside'. As government supported institutions, there is need to meet the expectations

of the public, through new technologies and new improved processes and methods.

The process through which these expectations are met is called 'technology transfer'.

These advancements are persistently correlated to economic progress and social

benefits of end users. However, research from university and institutes is not easily, or

even successfully, transferred to industry. To attain this objective the 11th five year

plan has also stressed on strengthening academic-industry interface and public-private

partnership e in dairy sector. The plan has setup priorities such as movement of

technologies from the laboratories to market place through technology transfer and

new venture creation, and enhancing mobility of science and technology

professionals. Therefore, mechanisms of technology transfer become significant.

In this background, major TTM for university technology are identified from

literature such as exchange program, joint venture of R&D and joint research projects,

collegial interchange, conference, publication, university-industry cooperative

research agreement, Licensing, contract research, science park, research park,

technology park or incubators, training, new start-up or spinoffs, extension

programmes, and technology donations .

Further, the mechanisms of transfers of technologies employed by CFTRI are

Licensing, technical assistance, Sponsored Research projects, Consultancy, New

Start-up ventures, Extension, Formal exchange, Cooperative and/or collaborative

R&D, Formal dissemination of research results (e.g., conferences, seminars,

publications, trainings), and Informal discussions and sharing of research results.

Certain TTM such as science park, research park, technology park or incubators,

technology donations, Personnel exchange, and Private-sector uses government

funded facilities are never adopted by CITRI.

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On the other hand, formal dissemination of research results (e.g., conferences,

seminars, publications, and trainings), extension, licensing, technical assistance,

incubators, cooperative and/or collaborative R&D between NDRI and the

private/public, and New Start-ups venture are some of the important TTM employed

by the NDRI. However, certain TTM are not used by the institute such as Informal

discussions and sharing of research result, Technology Donations, Private-sector uses

government funded facilities, and Personnel exchange.

The mechanisms of TT are institute specific, as interviews and survey results suggest,

which have their origin in institutional structure, mandate, objectives, area of

research, controlling rules and laws on TT, institutional culture, leadership in the

institute, attitude of scientists and researchers, opportunity for involvement of

technology developer and transferrer, firm's behaviour towards institute and it's

technology, available expertise on TT with institute, IPR policy, structure of TTO,

overall national science and technology policy and available funding.

The relative effectiveness of various TTM was measured in terms of relative ranking

on scale of 5. Contract research, Licensing, and Consultancy and technical services,

are most effective and excellent TTM for CFTRI. Additionally, collaborative research

and Training are two more TIM which are highly effective for the institute. Fina1ly,

extension programs, seminars, workshops, conferences and publication are good

TTM.

The most effective TTM among all for the NDRI are Collaborative/Joint Research,

Consultancy and Technical Services, Students Projects and Work Terms in Industry,

and Seminars, Workshops, Conferences and Publication. However, licensing is a

TTM with an average effectiveness.

There are certain factors which have important role in transfer of technology, in case

of CFTRI and NDRI. There are some specific factors such as institute industry

interaction and partnership, stakeholder involvement, technology transfer office,

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sharing of royalty, top management and institutional culture, policy and regulatory

system, spin offs, and attitude of firms toward research results.

Both the institute have been facing barriers for technology commercialisation. Some

of the important barriers for the CFTRI are absence of incentives for TT activities,

more focus on patenting and less on commercialisation and licensing, perception of

research as too academic, non risk taking behaviour of firms, constraints to negotiate

price, terms and condition of project, and information gap between technology buyer

and developer. NDRI has been facing some important barriers in TT like technology

transfer activities with no incentives, inappropriate laws and policy, low risk taking

ability of firms, patenting more focussed rather technology commercialisation,

information gap between buyers and supplier, and lack expertise in TT.

Technology transfer can be enhanced in both the institutes through more industry

institute interaction, sharing of royalty, taking up morejoint projects and partnerships

and constant communication.

There is direct relationship of effectiveness of mechanisms of TT with university,

types of technology, nature of sector, country, IPR and legal system, science and

technology policies, and perception of industry. Therefore, for coming to a fuller

understanding of the forces shaping the long-term future which should be taken into

account in policy formulation, planning and decision-making, foresight approach will

be highly useful.

Foresight program is likely to infuse futuristic long-term thinking for all the issues on

hand with government of India. It will inculcate futuristic thinking culture in place of

reactive thinking in policy makers and decision makers in government departments in

India. It has capability to bring together government departments, science and

technology R&D institutes and councils, industry, universities, labours and farmers

organisations, and other stakeholders, who are related to each other in a highly

fragmented way. Such a program will support strategic thinking and help departments

to formulate innovative policies that can withstand the inevitable changes that the

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future throws at all the Indians. Hence, it can be stated that technology foresight is a

process for "attaining competitiveness" in an innovation system. Therefore, foresight

program can help the government to strike the right balance between long-term

thinking and tackling issues that need immediate attention. Foresight studies and

exercises have great potential to help all stakeholders of the science, technology and

development in shaping and creating the desired future.

Presently India suffers from policy deficit which can be fulfilled by a comprehensive

national foresight program. Equally as important as these outcomes, is the foresight

process itself, which can take into account the need of national development goals.

Concluding Observations

There is a need to explore the area of foresight studies and apply this approach in

India comprehensively for further research by future researchers and academics22.

India needs strong regulatory and policy environment for enhancement of technology

commercialisation from Universities and Research Institutes funded by Government,

in part or fully.

Industry-Institute should evolve better mechanisms of technology transfer for

successful technology transfer. There is a need for India to trained human resource in

futuristic thinking, and foresight methods and approaches.

The foresight exercise conducted with time horizon till 2015 and 2020 has revealed

interesting results as follows.

22 India needs to set a National Foresight Programme .To pursue national interest government of India needs to consider a process wherein systematically priorities can be decided through involvement of all the stakeholders. The National Foresight program should be aimed at helping in identifying those sector specific technologies and technology trends that will best improve the quality oflife of all Indian citizens over the next 10-20 years. The program can encompass technologies that impact on social issues and wealth creation through product or process development. Further, it should aimed to develop consensus on future priorities amongst the different stakeholders in sectors like agricultural, industrial, socio-economic or service; co-ordinate the research effort between different players within such sectors; reach agreement on those actions that are needed in different sectors to take full advantage of existing and future technologies. Finally, it must help the process of 'wiring up' the national innovation system in India.

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Foresight exercise analysis suggests that Indian dairy industry is likely to face

challenges of food safety, quality milk procurement, cold chain, productivity, quality

veterinary health services, and value addition in medium to long term time horizon

(2015 to 2020).

Dairy Industry and research institutes needs to focus on critical technologies

(packaging, cold chain, preservation, biotechnology and AI), by 2020, of the sector

for their development and transfer according to needs of the dairy sector.

Innovation will drive the futures of the dairy industry in India. However, to drive

innovation dairy industry needs to focus on health benefits, price, microbial, chemical

and physical safety, packaging, and preservation and naturalness of the milk and milk

products.

Indian dairy products have great scope and future in India. Therefore, dairy industry

can focus on this segment of the dairy products for better growth and results.

Future of the relative share of private and cooperative players in organised dairy

sector and declining size of unorganised sector suggest larger role of private

investment in Indian dairy sector. Therefore, dairy sector has great pulling force and

attraction for private investment from India as well as abroad.

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