Pusti Block

8/6/2019 Pusti Block

1/14

PustiBlock

1

Table of Contents

Executive Summary ................................................................................................................................................ 2

Environmental Analysis: The Dairy Sector ............................................................................................................... 3

Description of Our Product: CowShar ..................................................................................................................... 4

Production Plan...................................................................................................................................................... 5

Operations Plan ..................................................................................................................................................... 6

Marketing Plan....................................................................................................................................................... 7

Segmentation Based on the Characteristics ........................................................................................................ 7

Geographic .................................................................................................................................................... 7

Demographic ................................................................................................................................................. 7

10 Cow Farm (BD-10) ..................................................................................................................................... 8

Behavioral ..................................................................................................................................................... 8

Target Customer ................................................................................................................................................ 8

Positioning......................................................................................................................................................... 9

Marketing Mix ................................................................................................................................................... 9

Product .......................................................................................................................................................... 9

Price .............................................................................................................................................................. 9

Place.............................................................................................................................................................. 9

Promotion ..................................................................................................................................................... 9

Analysis of Strength, Weakness, Opportunities and Threats of CowShar ........................................................... 10

Strengths ..................................................................................................................................................... 10

Weakness .................................................................................................................................................... 10

Opportunity ................................................................................................................................................. 10

Threat .............................................................................................................................................................. 10

Competitive strategy ........................................................................................................................................ 11

Capturing the largest potential market ......................................................................................................... 11Expanding the total market .......................................................................................................................... 11

Position defense .......................................................................................................................................... 12

Preemptive defense..................................................................................................................................... 12

Organizational Plan .............................................................................................................................................. 12

Nature of the Partnership ................................................................................................................................ 12

Brief Job Descriptions and Industry Experiences of the Management Team ...................................................... 12

Board of Directors ............................................................................................................................................ 13

Assessment of Risk ............................................................................................................................................... 13

Financial Plan ....................................................................................................................................................... 13

Appendix.............................................................................................................................................................. 14


2/14

PustiBlock

2

Executive Summary

Bangladesh is the 12th largest livestock rearingnation in the world with the highest density of cattle

population in south and south-east Asia. This sub-sector is also the fastest growing part of GDP with an

increase of 7.23% per year (as of 2004-05).

Despite this tremendous growth the milk yield per cow is less than half compared to that ofneighboringIndia and Pakistan. Also due to the low quality of cattle feed, cows here suffers from poor health

condition which results in more infertility, less meat yield and decreased draft power.

On the other hand, recent studies show that cows contribute to more 20% of the worlds methanegas

emission. They do it mainly in the form of burping, belching and excreting. This percentage is higher

than the contribution of the transportation sector, combined.

Although antibiotics such as Monensin and Mootral provide a slow-release formula which reduces

methaneemission by cows, they prove to be too expensive for widespread use.

Our product, CowShar, attempts to address these problems. CowShar is a Urea-Molasses Mineral Blockscomposite which increases milk yield by 21%, increases weight gain by more than 1.5 times for heifer,

increases fertility rate and decreases methanegas emission by 50%.

Our market is divided into segments in two stages. First, we break the segments downgeographically

and then through the size and purpose of farmers. The most attractive segment is the medium and large

scale cattle farmers who have ten or more cattle.

Our promotion and awareness building campaign include feature in agriculture documentary programs,

TVCs, banners and hostingevents at thegrassroots level. These help us to gain most attention from our

target audience.

Being the first player in this market, we will adopt the competitive strategies adopted by the market

leader. After analyzing the market with Porters five forces our strategies are to expand the whole

market and keep the most market share. In addition, as our product is targeted at the mass market, we

are operating in a low margin market. The only way to take market share away from us would be by

selling the product at a lower price than us. But this would lead to huge losses in the short-run and

probably bankruptcy in the long run. So the room for multiple firms operating in this market is low.

A 50 kg sack of CowShar will cost Tk. 600 to the farmer. This gives us a profit margin of Tk. 95.08 per

sack. This gives us a breakeven volume of 22087 bags. This is achieved in the first year of output. At our

targeted volume we make a profit of Tk. 166,592,362.


3/14

PustiBlock

3

Environmental Analysis: The Dairy Sector

In Bangladesh, around 8% of total protein for human consumption comes from livestock. This is a very

low amount considering the fact that the daily minimum requirement for milk, as recommended by

WHO, is 250 mililitre (ml) whereas Bangladesh's people consume on an average 42 ml only. The crisis

emerged from the slow growth of the dairy sector and the resulting increase in milk prices.

Milk yields, in Bangladesh, are extremely low: 200-250 liter during a 10-month lactation period in

contrast to 800 litre for Pakistan, 500 liter for India, and 700 liter for all Asia. (6) Surprisingly, Bangladesh

has one of the highest cattle densities: 145 large ruminants/km2 compared with 90 for India, 30 for

Ethiopia, and 20 for Brazil. (3)

The two major reasons behind this problem of low milk yield are poor breed and feed management.

The most common local cow in Bangladesh, Bos Indicus, has very low productivity- on average

206kgs/head/year of milk compared to almost 800kgs for India and 7000 kgs for the US. This lowproductivity of cattle heads in turn has also prevented dairy farmers from investing more in feed.

Although some dairy farmers grow high yielding varieties ofgrass and supplement it with oilseed meals,

broken rice and other by-products, most cows are still fed with crop residues and cereal byproducts. In

most cases a proper scientific approach to feed management is missing.

The costs of production of 22 US$ per 100 kg milk in Bangladesh can be classified as intermediate within

the costs levels estimated by the International Farm Comparison Network (IFCN) for the year 2002.

Costs in Bangladesh are about 20 percent below the cost of production in theEU (28 US$ per 100 kg) but

40 to 50 percent above the levels in other countries in the Southern Hemisphere. The large farms in

India and Pakistan can achieve production costs below 15 US$ per 100 kg. All types of firms will have

difficulties to compete with imports of dairy products as long as the world market prices for milk range

between 15 and 18 US$ per 100 kg milk. Moreover, milk producers in Bangladesh will have difficulties in

competing with producers from other countries in the region such as India and Pakistan. (5)

Despite these shortcomings, In FY 2009-10 theestimated share of the livestock sub-sector in GDP at

constant prices was 3.46 percent.(bd eco rev 2009) Furthermore, it provides full and part time

employment to about 20% of the countrys rural population and accounts for 18% of agricultural export

earnings.

Several initiatives have been taken to facilitate thegrowth of the dairy sector in accordance with the

governments aim to achieve self sufficiency in milk, chicken and livestock production with a view to

meet the protein demand of thenation. Most of these initiatives are mainly focused on improving the

breed quality. One among such initiatives, worth mentioning is the Artificial Insemination Extension

Programme which uses both diluted and frozen semen for improved variety. However, broadly

speaking, the feed management system has remained untouched; which can be a potential market for

new businesses.


4/14

PustiBlock

4

Description of Our Product: CowShar

Our product, CowShar is a urea-molasses-mineral blocks composite which will make dairy farms more

efficient. CowShar can:

1. Increase palatability and thus enhance intake of feeds.2. Improve body weight gain, draught power and milk yield of cattle, buffaloes, sheep and goat.3. Increase digestibility and absorbability of course roughages (straw).4. Increase thenutritive value of hard feed.5. Reduce calving interval of cow.6. Increase chances of strong and healthy calves birth if supplied to the pregnant animals.(2)

The composite has beenextensively tested in the Philippines, Turkey and Bhutan and all of the benefits

have been proved at the consumer level. (1)

The blocks can be made from a variety of components depending on their local availability, nutritivevalue, price, existing facilities for their use and their influence on the quality of blocks. They can also

include specific components. The composition of the UMB block we would be selling is included in the

production plan section.

The components would be fortified in the form of blocks. The farmer needs to use about 500gm per cow

per day. Hence we would produce them in 500 gm blocks. These blocks caneasily be broken down by

hand and added to straw, grass or water that the cattle is having.

Even though the mixture caneasily be whipped up using simple production techniques, a critical mass

needs to be achieved to feasibly create aneffective mixture. E.g. Trace minerals are required in small

amounts for the production ofeach kg of the product. Therefore, a farmer who has 10 cows would

require only about 75 gm for the entire months feed. These minerals are not sold in such small

quantities and availability for everyone is not easy. Without these minerals, the additive also loses most

of its effectiveness, hence theneed for a full scale production facility.


5/14

PustiBlock

5

Production Plan

Since the typical diet of our bovines differ according to seasons (dry and wet seasons) and availability of

water and grass the components of the blocks of our product also have to be different. The raw material

compositions for the two different productions for 100 kilogram mixture aregiven below:

As we can see from above, the principal ingredients are rice bran and molasses. Ingeneral, rice bran isthe major component of the block is available in almost all parts of the country throughout the year.

Molasses, a by-product from sugar factory is also available in all regions even if it is far away from the

factory. Other ingredients like urea, salt, cement and minerals are commercially available.

Since Sirajganj district is the most densely populated area of bovine animals and is in close proximity to

the different required raw material producing area, therefore it will be the ideal location for the

establishment of our manufacturing plant. Rice bran will be collected from local nearby markets and the

molasses from the sugar factory which are placed at close proximity.

After the collection, the ingredients (except water) will be put into mixing vat/containers having 500

kilogram capacity each. They will be then mixed thoroughly so that each ingredient is evenly distributed

throughout the mixture. Then water will be added and mixed well, and the mixture thus prepared will

be transferred into a casting/molding vat, and dried. Once dried, it is ready to be fed to the cattle.

The whole process is shown below:


6/14

PustiBlock

6

The whole production plant will be approximately 43,000 sq. feet (1 acre).

Operations Plan

The PustiBlock is fortified into 500gm blocks using a compressing machine. The blocks formed from this

process are then packaged in 50kg bags which are stored at our premises. Since the product is in blocksand the packaging is air and waterproof, the product has a long shelf life. These packages will await

delivery at our facility.

All the requests for products would be addressed to the marketing manager who would then forward it

to the production manager and accounts officer. The production manager would send the order of

either reducing inventory or increase production to the production supervisor. The supervisor would

execute the order from the production manager, either by loading delivery trucks (leased from the

district truck owners union) or consign resources into production, informing the manager of the

inventory levels. It is up to the production manager to identify the reorder point for raw materials and to

indentify an optimal inventory management strategy. On dispatch of delivery vans from the plant, thepayment will be collected from the buyer and forwarded to the accounts officer. The accounts officer

will send monthly commission packages to the retailers based on the sales and invoice figures.

As theentire milk-producing belt is in proximity of the factory, fast dispatch of orders is possible. It

therefore makes sense to bring the raw materials towards this hub rather than produce closer to the

source of the raw materials. The resultant reduction in costs not only provides a source of cost saving for

the manufacturer, but also helps cutting down of lead times which provides us greater flexibility to

Collection of Raw

Materials

Rice Bran - LocalMarket

Molasses -Sugar Factory

OtherIngridients-CommercialMarket

Mixing Container

All ingredientsare mixedevenly at therecommendedratio.

Water is addedand Mixed

Casting\Molding

Vat

Mixedingredients areplaced here.

Then the mix isdried.


7/14

PustiBlock

7

market indicators. In addition, greater control over market prices is gained from a low distance to the

target market since hoarding of products (a common phenomenon in the agricultural inputs market)

would be difficult.

Marketing Plan

Segmentation Based on the Characteristics

Our market has been divided in three criteria which includegeographic, demographic and behavioral

aspects of the cattle farmers. Each of them is broadly described below:

Geographic

Baghabari area in present day Sirajganj district was a traditional milk producing area. A large community

of Ghoshs collected the milk and supplied chaana, ghee, curds and sweets to sweet sellers across the

country. In 1965, the thenEast Pakistangovernment created theEastern Milk Producers Co-operative

Union Limited (EMPCUL). This was renamed to Bangladesh Milk Producers Cooperative Union Limited

(BMPCUL). BMPCUL is popularly known as Milk Vita, the brand name of its product. Milk Vita organized

farmers in the Baghabari area into cooperatives and started collecting milk in the area. It set up a

pasteurization plant. Among its other products are butter and ghee. Milk Vita achieved significant

success in increasing the milk production in Baghabari area by providing training and extension services.

However its impact and success outside the area has been limited.

In other areas farmers still operate on an individual basis selling milk mostly to sweet manufacturers.

Demographic

Traditionally the industry has been dominated by the Ghosh community who collected milk from farms

and processed them into ghee, curds, sweets and other products. Liquid milk only had informal supply

structure and in fact constituted a small portion of the total market. However with the development of

the collective model of BMPCUL, the market for milk began to expand and surplus milk made its way to

the cities as a processed package product.

There are three types of production system which has been identified by IFCN in the cattle raising

industry. In the following segments each type of farm is briefly described.

2 Cow Farm (BD-02)

Location: A family farm with .4 hector (ha) of irrigated land located in the rural upland.

Activities: the farm keeps two indigenous cows. Its feeding system consists of three to four hours per

day ofgrazing on communal land and stall feeding with some concentrates. About 63 percent of milk


8/14

PustiBlock

8

produced is sold to the local milkmen. The farm raises its own heifers as replacement. Off-farm income

is minimal (6 percent of total household income).

10 Cow Farm (BD-10)

Location: A farm with 1.5 hectors of irrigated land (no land rented).

Activities: the farm keeps two indigenous and two cross-breed cows. It delivers 90 percent of the milk

produced in thenearest collection point. The feed basis is provided by crop residues and fodder, both

grown on farm. Lactating cows are supplemented with cotton seed cake, molasses and urea. The firm

raises it own replacement heifers. No off-farm income is earned by any of the family members.

25 Cow Farm (BD-25)

Location: A farm in the rural area with 1.8 hectors of irrigated land.

Activities: the farm 25 cross-bred cows. Over 97 percent of its milk is sold at thenearest milk collection

point. The feed ration consists of cereal straw, green fodder, concentrated by-product such as oil seeds

wheat bran, molasses and urea. The farm raises about 15 p0ercent of its own heifers and purchases

cows early in their location or near calving.

Behavioral

The average Bangladeshi dairy farm has 3.5 heads of cattle. Dairy is still considered a secondary

professioneven for farmers with 5-10 heads of cattle. Part of the reason may be that most dairy farmers

also have another source of income. Another reason for this may be that milking and tending the cows

has traditionally been the womens job and is thereforegiven less importance than farming the fields

even

in

house

holds whose

major source

of in

come

is dairy.

5

Target Customer

As our target we have chosen the dairy farmers whose personalities are the following:

y Geographic Characteristics: Belong to the Sirajgan j district or thegreater Rajshahi division. This isbecause these areas contain the highest concentration of dairy farmers who rear bovine animals

to sell the produced milk. It also makes sense to make the dairy farmers ofgreater Rajshahi area

our primary audience, since our production facility will be initially built there.

y Demographic Characteristics: Are the owners of BD-10 or BD-25 farms. The micro producersgenerally procure their feed mainly from their own fields. Since they do not come into contact

with the cattle feed market frequently, it would be difficult to change their habits and make

them purchase feed. Also they rear cattle for their milk consumption. Since their utility of

increasing milk production diminishes, they would probably not be very interested in our

product.


9/14

PustiBlock

9

y Behavioral Characteristics: Consider cattle rearing as one of his primary profession. Many of theowners do not consider dairy farms as their primary source of income and they will not be

interested in something that will increase the production capability of their cows because it will

require additional effort from their part, which they are unable to afford.

PositioningWe want to position ourselves as the pioneer in the cattle feed additives market. Our product is to be

viewed as a feed cost reducing agent, while increasing milk production and improving the health of

cattle as well. As such, we must become a trusty name in the feed market.

MarketingMix

Product

Our product is a food supplement that reduces the feeding cost for cattle farmers. It does this by

reducing the action of bacteria in the cattles digestive system which result in lesser emission ofgases

through flatulence and belching. As a result, more of the food is converted to milk production and keeps

the cows healthy too. The farmer adds the mix, available in the form of blocks, to the hay or grass.About 500gm per day per cow is required, this being the size ofeach block. The product would be

available in 50kg packs, as it is the accepted standard in the agricultural products market. The block also

survives better in storage compared to other forms of packaging.

Price

Since our selling point is to reduce food costs, we have to keep the price at a level which is less than the

cost savings. As a result, a price of Tk. 750 per 50 kg pack or about Tk. 7.50 per serving per cow is set as

the optimum point this gives us a markup of about 28% while saving the farmer Tk. 2.50 per cow per

day.

Place

Since we are located in Sirajgonj which is in close proximity to the mik-producing belt, we can assure

rapid order fulfillment. Customers can avail our product at cattle feed outlets. These are located within

proximity of farms and hence the carriage costs to customers would be low and carriage convenient. Of

course, the retailers would require a certain commission to carry our product. The pricing of the product

will include the commission of the retailer. This is set at Tk. 25 per 50 kg package of PustiBlock. In

addition, we would supply larger volumes to big producers premises.

Promotion

To pursue our objective of attainingname recognition in farming communities, we will follow a

multistage awareness program that reaches a mass audience. Hence, we must create a promotional

package that appeals to our target segment.

In the first stage, we would feature our product in agricultural shows aired onnational television. These

shows include Mati o Manush on Bangladesh Television and Hridoy e Mati o Manush on Channel i.

These programs are specifically selected because they feature innovations and innovative products that

are a part of rural Bangladesh. They have a large regular audience in rural areas of our country. This

medium will help us spread the message to our target audienceeffectively and efficiently.


10/14

PustiBlock

1 0

The second stage in our awareness campaign is television advertising during airings of Bengali movies in

the various television channels. As audience for these movies are based mainly in villages, this would

also be quite well targeted.

The third stage of creating awareness is through retailers of feed and other agricultural products. These

retailers aregenerally located at the central market ineach village community. We can make bannerswhich portray the availability of our product. As we will give the retailers an attractive commission, they

would be able to provide information to customers about the benefits of our product to prospective

customers.

Finally, we would attempt to reach our audience through participation inevents which are central to life

in rural Bangladesh. Some of these include stick fighting, bull fights and horse races, which are very

popular. As the prizes for winners in theseevents are reasonably cheap, we cangain cost effective

awareness building among potential customers. This would be helpful in word-of-mouth publicity

generation.

Analysis of Strength, Weakness, Opportunities and Threats of CowShar

Strengths

1. First movers advantage due to the absence of any similar product.2. Relatively uncomplicated manufacturing technique which leads to a low startup cost.3. Economies of scale in ordering and production.4. Reduced transportation costs due to the close proximity of the target audience from the

production center.

5. Availability and low cost of raw materials.Weakness

1. The production technique is pretty simple the product is quiteeasy to replicate.2. The profit margin of the product is quite low.3. Lack of a famous brand name like ACI, Square, Aarong as our competitor in the agricultural

sector.

Opportunity

1. An opengrowing market due to initiatives taken to increase milk production2. Relatively low raw material cost3. Many sources of raw materials, and so low bargaining power of suppliers4. Being an agricultural product manufacturer, we have a tax holiday till 2013.5.

Low bargaining power of supplier

Threat

1. Bigger manufacturers bringing in better technology.2. More control over the distributionnetwork by established players.3. Low acceptance ofnewer production techniques by the farming community.


11/14

PustiBlock

1 1

Competitive strategy

We identify the competitive forces according to the Porters Five Force model:

1. Threat of intense segment rivalry: a segments attractiveness decreases with the increase of the

number of competitors in that segment. There is no other company that offers the same product as

ours. So there is practically no threat of rivalry in our target market segment. Thus the attractiveness of

our target market is very high regarding this particular aspect.

2. Threat ofnew entrants: The production process of CowShar is quite simple. That offers a low entry

barrier for other companies to enter the market. Theexit barrier for the market is also low since there is

no need for a large investment in machinery and other such manufacturing units. So the attractiveness

of the market is low considering this particular force.

3. Threat of substitute products: As ofnow there is no perfect substitute for CowShar. The only product

currently existing in the market that can be considered as a substitute is urea. But urea only stimulates

growth of cows and thus only benefits farmers rearing cows for the meat market. Our main target is

farmers rearing cows for milk. Considering this force the attractiveness of the market is quite high.

4. Bargaining power of buyers: Bargaining power of buyers increase as they become more concentrated

or organized. Our target market is not much concentrated since we are supplying to individual

customers. So bargaining power of buyers is low and the attractiveness is high.

5. Bargaining power of suppliers: Our raw material involves different types of unrelated products. Sowe will not be dependent upon any particular group of suppliers. Moreover our suppliers are not

concentrated or organized for that matter. So their bargaining power is likely to be low, therefore

increasing the market attractiveness.

Our product is going to be the first of its kind in the Bangladesh market. That makes us the pioneer in

this product category. As the first mover we aregoing to adopt the following competitive strategies:

Capturing the largest potential market

After launching the product we aregoing to exert extensive promotional efforts to create maximum

awareness in our target market and capture as much market share as possible.

Expanding the total market

After the initial launching of CowShar we will put in continuous effort to expand our market. Our first

area of operation will be the North Bengal but we will gradually expand the market to cover the whole

country. We will also be able to export our product to countries such as India and Pakistan. There areno

similar products in these countries as of yet.


12/14

PustiBlock

1 2

Position defense

Our positioning is going to be based on a strong value that is to substantially increase the milk

production of cows for an affordable price.

Preemptive defense

Our market has a low entry barrier. So it will attract a largenumber of competitors. Our low price will

act as a preemptive defense strategy against this host of competitors. This low price wont allow them

to make significant price cuts. If they want to offer their product at a significantly lower price than us

they will suffer heavy losses.

Organizational Plan

The ownership of the company will be on the basis of partnership.

Nature of the Partnership

All the partners of the company will begeneral partners. No limited liability partners will be allowed in

the first five years. They will haveequal capital contribution and liability of the company.

A partnership agreement will be drawn between the partners explaining all the responsibilities, rights

and duties of the different partners involved. If any of thegeneral partners wishes to buyout from the

company he may do so only by selling his share to another general member. This will ensure the

complete control of the initial members as this is required for the firm to fulfill its target for its initial

years of operations. For any additional loan that is collected from the bank, the partnership agreement

will be changed accordingly.

Brief Job Descriptions and IndustryExperiences of theManagement Team

The key management positions of the company are the marketing manager, the production manager,

and the production supervisor. Their job descriptions and industry experiences areexplained in brief in.

Table 1: Brief Job Descriptions and Industry Experiences of the Management Team

Designations Brief Job Description Industry

Experience

Marketing Manager Plan, coordinate and control the 4P approach to marketing of the

product

Maintain ties with large buyers

5 years in

agricultural input

industry

Production

Manager

Designateemployees to jobs that they are best suited for

Monitor product quality and efficiency of production

Commission and acquire the required raw materials based on

demand

3 years in

manufacturing

industry


13/14

PustiBlock

1 3

Production

Supervisor

Guide workers on the work floor

Provide information to the Production Manager about stock levels

and timing of raw materials purchases

Not needed

Accounts Officer Promote products to customers in a way that is easy for them to

understand

Keep records of all financial transactions

Prepare financial statements for internal decision-making

3 years

The Marketing Manager, the Production Manager and the Accounts Officer would be responsible

directly to the partners of the firm.

Board of Directors

In order to guide the partnership towards a desired trajectory, a Board of Directors would be formed.

The Board of Directors will be composed of the partners of the company as well as some respected

industry specialists. These include experts from the agricultural sector. Probable candidates would

either have extensive field experience or be agro scientists. In addition, to help proper financial

governance of the organization, we would require an expert from the financial sector. A probable

candidate would have at least 20 years experience either in a banking institution or in auditing. In

addition, a third member would beneeded to guide the management on legal issues concerning the

operations of the firm.

A quarterly general meeting of the Board would be held at the convenience of the Members. In

addition, meetings followingextraordinary events would also be called where the presence of theentire

Board would not be deemed mandatory.

Assessment of Risk

Financial Plan


14/14

PustiBlock

1 4

Appendix

1. Production and utilisation of urea-molasses mineral block in the philippines, hemando f. Avilla2. Samad khan, m.a. and siddiki, s.r. (2004). Preparation of urea molasses block (umb) and it's use

in livestock. Forage production and umb technology project (nri/dfid). Bangladesh agriculturaluniversity, mymensingh

3. Beef cattle production in bangladesh- a review, m.a. baset , m.m. rahman , m.s. islam , a. Araand a.s.m. kabir

4. National livestock development policy 2007- ministry of fisheries and livestock, government ofbangladesh

5. A review of milk production in bangladesh with particular emphasis on small-scale producers, t.Hemme, o. Garcia and a. R. Khan, pro-poor livestock policy initiative.

Http://www.fao.org/ag/againfo/projects/en/pplpi/docarc/wp7.pdf

6. Dairy policy impacts on bangladesh & eu 15 dairy farmers`livelihoods: dairy case study, dr.Torsten hemme, uddin mohammad mohi, ifcn dairy research center

7. Report on the development of dairy industry in bangladesh- pran-rfl group, december,2007

Documents

Pusti Block