Unlocking Entrepreneurship Opportunities for Women€¦ · Unlocking Entrepreneurship Opportunities for Women in Urban India ... We initiated this study to identify demand -led macro

A Report by Global Alliance for Mass Entrepreneurship

September 2019

UnlockingEntrepreneurshipOpportunitiesforWomen

2

Report:

UnlockingEntrepreneurshipOpportunitiesforWomeninUrbanIndia

à Amarket-ledapproachforhome-basedbusinesses

September2019

Supportedby:Facebook

3

Contents

▪ VoiceofMarket

– Foodsector

– Educationsector

▪ VoiceofEntrepreneur

– Foodsector

– Educationsector

▪ Workshops

▪ Interventions

§ Introduction&Summary

▪ Sectorprioritization

4

Background

TheGlobalAllianceforMassEntrepreneurship(GAME)isamulti-stakeholderalliancewhichaspirestocatalysethecreationof10millionyoungentrepreneursinIndia,atleasthalfofwhomwillbewomen,who,inturn,willcreate50millionnewjobsby2030. Thereisagrowingrecognitionthatalongsidereadyjob-seekers,weneedjobcreators.GAMEfocusesonthemiddleoftheentrepreneurshipspectrum,theMassEntrepreneurs,whotypicallyemploy5-20peopleandhavebeentheenginesofjobgrowthinthemajorityofdynamiceconomies.WomeninIndiaownandrunfarfewerbusinessthanothercountries,accountingforonly6%1 ofmassentrepreneurs.

At23%2,Indiaiscurrentlyoneoftheworstperformingnationsintermsoffemalelabour forceparticipationrates.ArebalancingofthegenderforcecanincreaseIndia’sGDPsignificantly(20%bysomeestimates).Inlookingatthereasonsforgenderdisparity, severalissuesemerge.Amongstothers,thereasonscanbeascribedto:

Lowerdemandforwomenintheworkforceascomparedtomen– Natureofindustry,placeandsafetyofwork,maternalbenefitpolicies,etc.Thetransitionfromalabour-intensive agrariantoamoremechanizedindustrialeconomy,iscostingwomen,withnoclearpathemergingtoabsorbagrowingpopulationofeducatedwomen.Indianeedstoinvestmoreinsectorswhichareconducivetowomen– asemployeesandasentrepreneurs.

Unpaidcareworkwhichoccupiesalargepercentageoftheworking-agefemalepopulation– Asprimarycare-giversofthefamilyunit,womenarerestrictedfrombeingabletoventureoutforpaidwork.Home-based(ornear-home)businessescanthereforepresentwomenwithanadditionalincomestreamandameanstowardseconomicandsocialempowerment,howeverstartingandgrowingsuchbusinessesishamperedduetolimitedmobility,lackofequitableaccesstomarkets,ecosystemsupport,etc.

1 Dalberg Analysis 2 World Bank data

5

Objective

Weinitiatedthisstudytoidentifydemand-ledmacrounlocksthatcandrivegrowthforurbanwomen(primarilythehomepreneursegment),takingthelensofmassentrepreneurship.Theintentwastopresentopportunitiestoecosystemstakeholders,suchthatinnovation,interventions,policiesandbusinessmodelscanemergethatcanleadtoaconduciveenvironmentcreatingapathtobringingmorewomenintothelabour forceinIndia.Partresearchandpartstrategy,ouraimwastostartwithasectoralanalysisandlookatboththedemandandsupplysidestopresent:

à Thetop2sectorsformassentrepreneursbasedongrowthpotentialofthesectordemand,naturalfitmentwiththetargetsegment,alignmentwithpotentialtoscaletowardsmassentrepreneurship

à Assessmega-trendsforfuturegrowthandHigh-potentialopportunitiesandviablelighthouseideasthatprovidemaximummarketopportunitytovariousstakeholders

à Currentlandscapeofusecasesintheseopportunities,painpointsofwomenentrepreneursandstakeholdersthatcanbeaddressedtounlockscale

à Initiativesandpartnershiproleswherethereispotential todrivethemassentrepreneurshipcharterforurbanwomen(home)entrepreneurs

Whilewehavemadeeveryattemptto ensurethattheinformationcontained inthis reporthasbeenobtainedfrom reliablesources, alldataandinformationprovidedinthisreportisintendedsolelyforinformationpurposesandgeneralguidanceonmattersofinterestfortheuse ofthereader,whoshallacceptfullresponsibility foritsuse.

ThisreporthasbeenpublishedonlinebyJuniorAchievementIndiaServices(JAIS),undertheirprogramme ‘GlobalAllianceforMassEntrepreneurship’(GAME),amulti-stakeholderallianceformassentrepreneurship,forinformationpurposesandforgeneralpublicbenefit.

Allinformationinthis reportisprovided“asis”,withnoguaranteeofcompleteness,accuracy,oftheresultsobtainedfromtheuseof thisinformation,andwithoutwarrantyof anykind,expressorimplied,including,but notlimitedtowarrantiesofperformance,merchantabilityandfitnessforaparticular purpose.Giventhechangingnatureoflawsandtheinherent hazardsofelectroniccommunication,there maybedelays,omissionsorinaccuracies intheinformationcontainedinthisreport.Accordingly,theinformationinthisreport isprovidedwiththeunderstandingthat theauthorsherein arenotengagedinrenderinganyinvestmentorotherprofessionaladviceorservices.As such,itshouldnotbeusedasasubstitute forconsultationwithprofessionaladvisers.Thisreportcannotbesoldforconsideration,withinoroutsideIndia,withouttheexpresswrittenpermissionofJAIS.Thisreport,mayhowever,bequotedandreproduced,withduecitationprovided.ThereportmaybecitedasGlobalAllianceforMassEntrepreneurship(GAME)(2019), 'UnlockingDemand-ledOpportunitiesforUrbanWomen'.Retrievedfrom www.massentrepreneurship.org/opportunities.

Innoevent shall JAISoritspartners, employeesoragents,beliabletoyouor anyoneelseforanydecisionmadeoraction takeninrelianceontheinformationinthis reportorforanyerrors,omissions,ordelaysinthecontentofthisreportoranylosses,injuries,ordamagesincludinganyincidentaloranyconsequential,specialor similarlossordamages,arisingoutof,orinconnectionwiththeuseofthisreport.

6

5-partApproachActiv

ities

Outcomes

Prioritizesectors Assessvoiceofmarket Assessvoiceofentrepreneur

Conductdesignthinkingworkshop Synthesize

PrioritizesectorsforwomenMEbasedon▪ Prevalenceofwomen-

ownedenterprisescurrently

▪ Sectorswithlargebaseofemployedwomen

▪ Economicpotentialofsector,growthmomentum&tailwinds

▪ Availabilityofeasy-to-startbusinessmodels

Forprioritizedsectors,capturingdemand-sideperspective▪ Growth pockets (e.g.

home-cookedmealdeliveryinfood)

▪ Megatrends drivingdemandfornewentrepreneurs

▪ ‘Lighthouse’ideasemergingforwomenME(e.g.setupday-caresineducation)

EthnographicstudyofentrepreneurswithintheselighthouseideasinBangaloreandMumbai▪ Needs&aspirations▪ Barriers toscale▪ Influenceofexternalfactors

e.g.family,community▪ Detailedentrepreneur

archetypes▪ Keyinsightsandwhat

needstobedonetoaddressbarriers

Workingwithindustryleaders inprioritizedsectorstovalidate /cementfindingsfrommarket&entrepreneur▪ Inviteleaderscovering

360deglandscapeofsector

▪ Adoptdesign-ledapproachtoco-createsolutionsforentrepreneursandbrainstormonroleofGAME

Step-backonallelements▪ Prioritize&segment

ideasemergingfrommarket,entrepreneursandtheworkshops

▪ Interventions forecosystemtoboostME

▪ 2prioritizedsectors(food,education)

▪ 5-10‘lighthouse’ideasorbusinessmodelsforMEinprioritizedsectors

▪ 2-3entrepreneurarchetypes(fordesignthinkingworkshop)withresp.needs,aspirations&barriers

▪ Unlocks/interventionsforsetup&scaleup

▪ Validationof5-10interventionsthatcanboostMEinprioritizedsectors

7

SummaryofFindings– Sector

Whiletextile,food,personalservicesandeducationtogetheraccountfor65%ofwomen-ownedbusinessesand58%offemaleemploymentinurbanIndia,FoodandEducation sectorsemergeasthetop2sectorsthatareamenabletomassentrepreneurship(cangrowtohiring5+)wherewomenarepresentinlargernumbersasbothemployeesandenterprise-owners.

These2sectorsalsoofferthehighesteconomicpotentialandeasy-to-startbusinessmodels,strongheadwindsandtailwinds(eg whereemploymentlevelsaremuchhigherthanentrepreneurshiplevels,offeringanaturaltailwindforentrepreneurshipinthisspace).

By2025,weestimatethatgiventherightinterventions,ifemploymentlevelsmatchedwithentrepreneurshiplevelsforcertainsub-sectorsinFoodandEducationamenabletowomen,therecouldbeapotential~900Kadditionalwomenentrepreneurs.Sincewomenemploymorewomen(homophily),thiscouldtranslatetoarippleeffectonfemaleLFPR.

SOURCE: 6th Economic Census data

Education

▪ SectorestimatedtoreachINR300KCrinGrossValueAddedby2025

▪ Highgrowthwith15-20%growthacrosssegments(amongthehighestinthecountry)

▪ Prevalenceofwomenownedbusinesses- 20%urbanenterprisesownedbywomen(highestamongallsectorsinurbanIndia)

▪ Highfemalelaborbase,~48%ofallemployeesinthissectorarewomen(highestproportionamongstsectors)

Food

▪ OneofthelargestsectorsinIndia(exp.INR800KCrGVAby2025)

▪ Growingat10-15%perannumwithsomesegmentse.g.onlineorderinggrowing20%+

▪ 550Kenterprisesownedbywomen(22%ofallwomen-ownedenterprises)

▪ 2Mnwomenworkinginthissector

▪ Variouseasy-to-startbusinessesthatrequirelowinvestment&offerflexibleworkschedules

8

SummaryofFindings– VoiceofMarket:FoodSector

Organizedfoodservicemarketgrowingat10%CAGRwithFoodtechcontinuingto‘organizetheunorganized’

InFoodRetail,packagedfoodcategorieswithinsmallenterprisesgrewat20%+

▪ Riseinsnackification asthe'fourthmeal’withpreferenceforregional&healthy

▪ Growingdemandsforready-to-cookmealsamongurbanconsumer

▪ Returnoftheauthentic,Indianpalette

▪ Aspirationforcurated,artisanalfoodsacrosscategories

▪ Riseinhealth-consciousconsumers(butnocompromiseontaste)

Lighthouseideasinpackagedfoodretail• Home-madesnacks/ready-to-eatforB2CorB2B

consumption,retailerdemand• Artisanalgourmeteg. Bakedgoodsfornichefood

retail,onlinechannelsandinfluencerselling• Organicproductsforaggregatordemand• Freshready-to-cookwithfocusonpackaging.storage

▪ Eatingoutcontinuestoriseamongsturbanmillennials

▪ Risingonlineorderswithpreferenceforhome-cookedmeals(withnocompromiseonpricepoint&speedofdelivery)

▪ FoodtourismrisingasIndiancuisinegainspopularity

▪ Occasionalcelebrationsgeneratingdemandfornewagecatering

▪ Increasingtrendofexperimentingnewcuisines

Lighthouseideasinfoodservices/experience• Cloud/homebasedkitchenstoprovidehome-cookedmeals• Cooperativecanteens,cateringunits,cafesforservicesto

corporates/events;ethnicfoodsbylow-incomegroups• Culinaryexperientialtoursandservicesforpop-uphomediningor

learning• Online/offlinevocationaltrainingandworkshopsforbudding

chefs,design-as-a-service• Artisanalcafécateringtohyperlocalneeds

Megatrend

sLigh

thou

seIdeas

9

SummaryofFindings– VoiceofMarket:EducationSector

VocationaltrainingDay-schoolandpre-school

▪ 40-50%gapincurrentday-caresystemforworkingmothers

▪ Corporatesaugmentingdemandforday-caresupport

▪ Franchisingmodelpickinguphoweverstruggletofindqualityeducatorsforthebusiness

▪ Aspirationforcurriculum-basedlearningdrivingformalization

▪ Day-careneedsoflow-incomehouseholdslargelyunmet

Lighthouseideas:

▪ Scalingsmall,independentdaycares

▪ Socialenterprisesforchildrenfromlowincomefamilies

▪ Home-basedcare-givinghyperlocalsetupsfor<10kids

▪ LargeworkforceadditionsexpectedinnextfewyearsinIndiahoweveronly~5%goesthroughformaltraining

▪ Limitedemphasisondigitalorentrepreneurialskillsinformalcurriculum

▪ Informal/apprenticemodelisprevalent,howevernon-standardized&inefficient

▪ Affordable,hyper-localskillingmodelswithgoodcurriculumareeffective

▪ Increasedmaturity&supportfromgovt.interventionsinthesector

Lighthouseidea:

▪ Localizedskillinginstitutestocreateentrepreneursinwomen-dominatedsectors(eg beautyandwellness)

Megatrend

sLigh

thou

seIdeas

▪ Increaseinenrolmentsfromfirst-generationschoolgoers(low-incomesegment)withneedforafter-schoolsupport

▪ Increasingawarenessondeficienciesofrotelearninginourschools

▪ Furtherwideningofthedemand-supplygapinteachersinpublicschools

▪ Ed-techpairedwithliveinteractivemodelopeningupnewopportunitiesforhome-basetutoring

▪ Increaseininter-statemigrationcreatingneedfortraininginlanguage

Lighthouseideas:• Supplementaryeducation,emphasison

non-rotelearning• Independenthometutorswithed-techto

impartlanguage&mathto1-8grades• Scalingcareercounsellingsetups;

Franchiseeofbig-tickettest-prepplayer

Afterschoolsupplementaryeducation

DayCareisamacro-levelunlockforfemalelabourforceparticipationasanindustryforwomen,bywomenandrequiressignificantattentiontobedeveloped

3sub-sectorsidentifiedaswhere-to-playareasformassentrepreneurship:

10

SummaryofFindings– Ethnography,VoiceofEntrepreneurs

Indiaisstilllargelyapatriarchalsocietywithanorthodoxbeliefsystem.Inthisbackground,entrepreneurship isanexpressionofempowerment,passion,andanaspirationtoachieveabetterworklifebalance.Thereispressureintakingthefirststep,withfrictionbetweenorganizedandunorganizedplayers.Currentlyavailableresourcesareunder-utilized,withwomenlargelyaversetotakingloans,andlackofawarenessonavenuesoffinancing.Thosewhodotakedebtareundergreatpressuretodeliver.Reputationiseverything,buildingabrandisimperativeandtherearemanycomplexitieslikecompetition,unskilledemployees&more.

Education(day-care,beauty&wellnessTVET)– barrierstoscaleFood– barrierstoscale

▪ Fragmentedadvisory(govt.&pvt)

▪ Inhibitiontostepoutleadingtopoorrecognitionofbusinessopportunities

▪ Lessattentiontoareaslikehygiene,preservation&attimesevenoperationalefficiency&unitcostoptimisation

▪ Theloweryougointhesocio-economic strata,thehighertheaversenesstotakedebt &scepticismtostartoutontheirown

▪ Lackofcoordinationbetweengovernmentandsocialorganizations,financiersand womenentrepreneurs

▪ Weaksupportsystemofmentorsandadvisors thatisimperativetogrowth

▪ Cheaperalternativesfloodingthemarketaredilutingpriceandvalue

▪ Poorlytrainedentrantsmakeitdifficultfornewoutfitstodeliverquality.

▪ Gapsinregulationsandpoortrainingsintheday-carespace,findingpartners,employees,adminandstafftorunandscaleoperations.Nocentrallygovernedcertification/accreditationorskilling&training

▪ Whilethespendsonbeautyandwellnessservicesareincreasing,itismainlyintheat-homeservicescategory.Walk-insarereducing,pricewarsincreasing

▪ Thesocialsectorneedstocometogethertosupportchildrenfromlow-incomegroups

11

SummaryofFindings– An11-pointAgendaofInterventions

FinancialandBusinessModelSupport▪ Enableentrepreneursbuildclearbusinessplans basisneeds&

aspirations;Increaseawarenessonbusinessmodeloptions&prosandcons

▪ Unbundlecomponents (esp.areasofhighCAPEX)forbetteruniteconomicsofentrepreneure.g.‘WeCook’forchefstoaccessbetterequipment,‘WeSpace’forgovt.schoolspaceforlow-costday-cares

▪ Advocateformacro-levelgovtsupportandpolicy changese.g.affordableday-care,emphasizingentrepreneurshipcontenttoNSDCcurriculum,certificationsandregulations.Unlockanddemystify govt.supportforentrepreneurshipe.g.navigatingtheMudraloansprocess,marketplace,aggregation

▪ Developco-operativemodels,addedbenefitfromworkingasagroup

Skills▪ BoostPeer-to-peerconnections &learningamongst

entrepreneurs,crucialforimpartingsensitive/trust-ledlearnings

▪ Disseminatesuccessstories ofentrepreneurswithrelatablepersonas(overallperceptionthatfailurestoriesspreadfaster)

▪ Compilationandaccesstobest-of-breed‘curriculum’ andcuratedresourcelibrary forknowledgedissemination.Leveragepartners /ecosystemtokeepthisknowledgecurrentandwell-curated

DemandandMarketLinkages

▪ Connectandchampionforvaluechainstakeholders neededforsuccessfulbusinesseg demandaggregators

▪ Facilitateaccesstosmall-scaledemand forlearning&experimentatione.g.pop-upkitchensinhousingsocietiesforhomechefs,home-basedskillingforbeauty

▪ Establishinteractivemarketplacetodiscover corporatedemandandtoaugmentinteractionswithdemandgeneratorsforcommonunderstandingofneeds

▪ Buildanefficient‘registry’ofentrepreneurs &subsequentclearinghouseoflocalsupplyanddemand e.g.mom-and-popbakeriesneedinglocalhome-basedchefs,localcorporatedemandincafeteria

12

Contents


▪ VoiceofMarket

– Foodsector

– Educationsector


– Foodsector

– Educationsector

▪ Workshops

▪ Interventions

▪ Introduction&Summary

13

Textile,food,personalservicesandeducationaccountfor65%ofwomen-ownedbusinessesinurbanIndia

Sector definitions (indicative only): Textile: Manufacturing of wearing apparel, footwear, crocheted apparel, retail sale of apparel, etc., Education: Primary, secondary and higher education, vocational training, education counselling, tutoring services, etc., Food: Restaurants, manufacture of beverages, food and dairy products, grocery stores, mobile food service, etc., Health: Hospitals, clinics, nursing care, residential care, etc., Personal services: Beautician services, funeral services, dry-cleaning services, repair of computers and household goods, etc., Tourism: Tour operators, travel agencies, hotel accommodation, etc.1 Distribution of women owned businesses, not including agriculture and construction


InsightsSectors

Asproportionofthesector,%ofallurbanbusinessesinthesector

Asproportionofwoman-ownedbusinesses1%ofallurbanwomenownedbusinesses

Womenownedbusinesses,000,numberofurbanenterprises

Textile

Food

Personalservices

Education

Transport&storage

Health

680 27% 17%

550 22% 10%

250 10% 13%

120 5% 20%

60 2% 4%

50 2% 10%

Tourism 10 1% 7%

Others 850 31% 10%

Total 2,810 100% 11%

SECTOR PRIORITIZATION

▪ Thoughwomen-ownedbusinessesareprevalentintextiles,largeproportionlikelytobecontract/low-valueoutsourcingrelatedbusinessese.g.tailoringshops

▪ Similarlypersonalserviceshaslow-valuebusinesseslikedry-cleaning&funeralservices– Beautyisastrongopportunity

heregrowingat20%+withdominanceofwomen

▪ Asexpected,foodandeducationaretopsectorsforwomenbusinesses

14

Thesesectorsalongwithhealthaccountfor70%offormalandinformalwomenemploymentinurbanIndia

Sector definitions (indicative only):Textile: Manufacturing of wearing apparel, footwear, crocheted apparel, retail sale of apparel, etc.Education: Primary, secondary and higher education, vocational training, education counselling, tutoring services, etc.Food: Restaurants, manufacture of beverages, food and dairy products, grocery stores, mobile food service, etc.Health: Hospitals, clinics, nursing care, residential care, etc.Personal services: Beautician services, funeral services, dry-cleaning services, repair of computers and household goods, etc.Tourism: Tour operators, travel agencies, hotel accommodation, etc.1 Distribution of women employed across sectors, not including agriculture and construction. Numbers do not add up to 100% due to rounding off. | 2 Data as of 2013-14, from the 6th Economic Census of India


InsightsSectors

Womenemployedinthesector,%ofallpeopleemployedinurbanbusinesses

Distributionofwomanemployed1%ofallwomenemployedinurbanbusinesses

Womenemployed‘000,numberofwomenemployedinurbanbusinesses

Textile

Education

Food

Health

Personalservices

Tourism

2,200 18% 21%

2,000 17% 48%

2,000 17% 16%

900 7% 39%

700 6% 19%

100 1% 16%

Others 4,200 35% 15%

Total 12,100 100% 19%

▪ Of33million2 workingwomeninIndia(formal&informal),12millionareemployedinurbanbusinesseswith70%intop5sectors

▪ Forfoodandeducation,employmentlevelsaremuchhigherthanentrepreneurshiplevels– naturaltailwindforentrepreneurshipinthisspace


15

Incontrast,AgricultureisthetopsectorforwomenemploymentinruralIndia

Sector definitions (indicative only):Textile: Manufacturing of wearing apparel, footwear, crocheted apparel, retail sale of apparel, etc.Education: Primary, secondary and higher education, vocational training, education counselling, tutoring services, etc.Food: Restaurants, manufacture of beverages, food and dairy products, grocery stores, mobile food service, etc.Health: Hospitals, clinics, nursing care, residential care, etc.Personal services: Beautician services, funeral services, dry-cleaning services, repair of computers and household goods, etc.Tourism: Tour operators, travel agencies, hotel accommodation, etc.1 Distribution of women employed across sectors, not including agriculture and construction. Numbers do not add up to 100% due to rounding off. | 2 Data as of 2013-14, from the 6th Economic Census of India


InsightsSectors

Womenemployedinthesector,%ofallpeopleemployedinruralbusinesses

Distributionofwomanemployed1%ofallwomenemployedinruralbusinesses

Womenemployed‘000,numberofwomenemployedinruralbusinesses

Agriculture

Education

Food

Manufacturing

Textileandapparel

Personalservices

8,250 40% 39%

3,000 14% 45%

2,600 13% 21%

2,100 10% 29%

1,600 8% 31%

600 3% 18%

Others 2,350 12% 20%

Total 20,500 100% 19%

▪ Top5sectorsaccountfor85%ofallwomenemployedinruralIndia

▪ Agri-business(upstreamsector)likelyhavingstrongoverlapwithfood


16

6megatrendswillshapethefutureofdemandgoingforward

SOURCE: Expert interviews, World Economic Forum, Future of Consumption in Fast-Growth Consumer Markets: INDIA, The power of parity: Advancing women’s equality in India, Employment data, International Labor Organization

SteadyurbanizationcombinedwithincreasedruralconsumptionBy2030,40%ofIndianswillliveinurbanareaswitha3.5xincreaseinpercapitaconsumption

Consumptiondrivenbystrong&emergingmiddleclassBy2030,140mnadditionalhouseholdswillmoveintomiddleclassandspend2-2.5xonessentialcategories

PreferencefornicheIndianflavorsConsumptionpatternswillbeshapedbyIndiancharacteristics,especiallyinthefood,beverage,personalcareproducts

Technologywillcreatenewdeliverymodels;automationwilldisruptexistingoperationsBusinessmodelssuchassharedservicesanddigitizedservicesforwell-beingwillbeespeciallyrelevantinthefuture;~6%of2030workforcewillchangeoccupationalgroupsdrivenbyautomation

IncreasinghealthconsciousnesswillfactorintoconsumerpreferencesWithinretail,categoriesoforganicfoodandsportsweararegrowingat20%+

StrongtailwindsforwomenatworkThoughwomenparticipationinworkforcehasdropped,~10millionwomentobeaddedtotheworkforceby2030;multipleMNCsdrivingwomenrecruitingprograms

1

2

3

4

5

6


17

Food&Education:Highesteconomicpotential,Easy-to-startbusinessmodels

SOURCE: 2015-16 NSS Report; ASER 2016 highlights by Pratham Education Foundation; ‘In 5 years, private schools gain 17 million students, government schools lose 13 million’, Hindustan Times, Apr 2017; ‘Economic Survey Suggests Reduction In Schools, Increasing Retirement Age, Focus On Health-Care’ Outlook India, Jul 2019; Press search

Food

Education

SectorsDescendingpriority Easytostartbusinessmodels

800K

GVA2025,INRCr

300K

Historicalgrowth

15%

19%

Headwinds&Tailwinds

▪ Cloud/homebasedkitchenstoprovidehome-cookedmeals

▪ Home-madesnacks/RTEforB2CorB2Bconsumption

▪ Artisanal/gourmetproductse.g.bakedgoodsfornichefoodretail

▪ Increasingdisposableincomeleadingtoriseineatingout/orderingin– Restaurantsandcateringservicesmarketisgrowingat10%every

year▪ Strong technologytailwindsopeningupnewbusinessmodels▪ Evolvingconsumerpreferencesdisrupting themarketinfavorof

small-scaleenterprises– 50%ofthebiscuitsandsnacksmarketistraditionalsnacks,

growingat~30%CAGR(vs.packagedfoodat12%)

▪ Risingaspirationofparentsforfirst-rateservicesespeciallywithpre-primaryeducation– Schoolenrollmentsdecreasedby13Mningovernmentschools,

andincreasedby17Mninprivateschools▪ Highgovt.momentume.g.increasingschoolenrolmentsproviding

tailwinds– 96%enrollmentinprimaryandsecondaryeducation

▪ EdTech andautomationarelikelytoincreaseself-employmentrequirement

▪ Gradualdeclineinfertilityrateslikelytoleadtoconsolidationofeducationenterprisesgoingforward

▪ Home-basedaffordabledaycare

▪ Ed-techbasedtuition provider▪ Home/small-scalebased

vocationaltraininge.g.beauty,foodprocessing


18

Economicpotential&trendsinothersectors(1/2)

SOURCE: 2016-16 NSS Report; Human Resource and Skill Requirements in the Beauty and Wellness Sector, NSDC; The Indian Services Sector: Poised for Global Ascendancy, KPMG; IBEF report on Healthcare, May 2019; ‘How automation is creating disruptions in the textile industry’ Deccan Chronicle, Feb 2019; Press search

Personalservices(incl.beauty)

Textile&apparel


150K

GVA2025,INRCr

Historicalgrowth

13%

Headwinds&Tailwinds

▪ Beautysaloncumtraininginstituteforprovidingskilledworkersforthegrowingindustry

▪ Currentpenetration ofbeautyservicesislow,buthashighgrowthpotentialwithyoung&rapidlyurbanizingpopulation,leadingtoan18.6%CAGRofthebeautyandwellnessindustryinIndia

▪ Lowbarrierstosuccessforentrepreneur(e.g.withskill&CAPEXneeded)– 50%oftheworkforceinbeautyandsalonshascompletedupto

secondarylevelofeducation▪ Surgeinwellnesstourism,withIndiaamongthetopranked

countriesglobally

300K 13% ▪ Risingdemandfortraditional,hand-wovenwearwithcustomizeddesigns

▪ Strongexportfocus– Indiaisthesecondlargestexporteroftextilesintheworld,

drivenbygrowthofexportofhometextiles(8.3%growthratevs6.9%ofoveralltextileindustry)

▪ Increasingautomation intheindustrytoincreaseproductivityandreducecosts– Growthlargelyfrommass-producedapparele.g.children&

sportswear

▪ Contractbusinesse.g.tailoringshopforgarmentaggregators(low-valuebusinessmodel)

▪ Fashionsellingthroughinfluencee.g.Instagram(high-riskmodel)


19

Economicpotential&trendsinothersectors(2/2)

SOURCE: 2016-16 NSS Report; The Indian Services Sector: Poised for Global Ascendancy, KPMG; IBEF report on Healthcare, May 2019; Expert interviews; Press search

Health


200K

GVA2025,INRCr

Historicalgrowth

19%

Headwinds&Tailwinds

▪ Increasedspendingontreatmentforlifestylediseases– 50% spendonin-patientbedsisforlifestylediseases

▪ Healthcaretechnologyisincreasinglyimprovingaccesstohighqualitymedicalcare– ThehomehealthcaremarketisestimatedtoreachUSD6.21

billionby2020– Thetelemedicinemarketisexpectedtogrowat20%till2020


▪ Feweasymodelsforentrepreneurswithout heavylicensing,financingrequirements– Vocationalskillingforlower

orderhospitaltaskse.g.dutyassistantisanoption

20

Top6statesaccountfor50%+offood&educationenterprisesinIndia

Jammu and Kashmir

HimachalPradesh

PunjabChandigarh

UttarakhandHaryana

Delhi

RajasthanUttar Pradesh

Bihar

Sikkim

Arunachal Pradesh

Nagaland

Manipur

Mizoram

Tripura

Meghalaya

Assam

West Bengal

Jharkhand

Orissa

Chhattisgarh

Madhya PradeshGujarat

Maharashtra

Andhra Pradesh

Karnataka

Lakshadweep

Kerala PuducherryTamil Nadu

Andaman & Nicobar Islands

Goa

Telangana

14%

6%

10%

10%

5%6%

▪ Of~15Mnenterprisesinfood&education,~7.5millionarein6states(state-widedata,rural+urban)– 780koftheseareownedby

women(~55%oftotal1.5millionwomen-ownedenterprises)

– Thesestatesalsohavehighwomenemploymentinfoodandeducation(4.7Mnwomenvs.total9.4MnworkingwomeninIndia)

Insights



21

Potential~900Kaddl urbanwomenentrepreneursinFood+Education by2025

1 Estimated number of enterprises in 2025 at 5% CAGR. CAGR calculated based on the growth of number of enterprises between the 5th and 6th Economic Census.

Food

Education

SectorsDescendingpriority Theoreticalpotential*

Presenceofwomen%oftotalemploymentandentrepreneursinthesector

Sub-sectorswithrelativelyeasiertostartbusinessese.g.lowCAPEX,socialnetworks,mobilityIncludes:▪ Pickleandjammakers,butchershops,etc.▪ Caterers,restaurants,foodtrucksandjuicecenters,etc.Excludes:▪ Groceryshopsandflourmills▪ Manufactureofmilk-powder,cream,etc.Atcurrentrates,#newurbanenterprisesby20251:10Mnwith1Mnwomen-owned

Includes:▪ Tutoringcenters,exampreparationcourses,▪ Danceclasses,paintinglessons,sportsclasses,etc.Excludes:▪ Primary,secondaryandhighereducationinstitutions▪ VocationaltraininginstitutionsAtcurrentrates,#newurbanenterprisesby20251:1Mnwith200kwomen-owned

550– 650K

200– 250K

16%

10%

48%

Womenownedenterprises

Womenintheworkforce

20%


*#additionalentrepreneursinthesesub-sectorsby2025:

Ifemploymentandentrepreneurshiplevelswere

equalizedthroughinterventions

22

Summaryofsectorprioritization

Notes:1. GVA is the value of goods and services produced less the cost of all intermediate consumption that are directly attributable to that production.2. Textile and apparel includes manufacture of textile and apparel, retail sale of apparel; Education includes primary, secondary and higher education, coaching centers, pre-schools, cultural education, career counselling. etc..; Food includes manufacture of food products, manufacture of

beverages and food and accommodation services and retail sale of food products; Healthcare includes clinics, nurses, etc.; Social and personal services includes dry-cleaning, beauty treatment, pet care, household maintenance, etc.3. Sources: All India Report of Sixth Economic Census; Economic Characteristics of Unincorporated Non-Agricultural Enterprises (Excluding Construction) in India, Report No. 582; Growing Opportunities Food Market, Flanders Investment & Trade Market Survey4. Green bubbles indicate high priority sectors, with high GVA, women owned enterprises and women employment. Dark blue bubbles indicate 2nd priority sectors with low GVA, but large proportion of women owned enterprises and women employment in the sector. Light blue and grey bubbles

indicate low priority sectors with low GVA, low level of women owned businesses and low women employment in the sector

45

10 20 21

5

41

25

40

50

20

150 2 3 75

15

6 1180

9

55

12 13 14 1816 17 19

10 Landtransport

Financialservices

%Womenownedenterprises

Supportfortransportandpostalservices

ITandcommunication

FoodProfessionalServices

Education

%Womenworkforce

Administrativeservices

Textileandapparel

Socialandpersonalservices

Healthcare

Keyinsights▪ Textile&apparel;foodservices

andeducationdominatedbywomenowners

▪ Theyaccountfor30%+ofGVAofurbanenterprises(INR7.6lakhCr)

▪ 45%+oftheurbanfemaleworkforceemployedintop3sectors(59.5lakhwomen)

▪ Food andEducation havestrongheadwinds&tailwinds,easeofstartingbusiness,presenthigheconomicgrowthconducivetomassentrepreneurship

▪ Potential~900KnewurbanwomenentrepreneursinFoodandEducationby2025

Sizeofbubble:GVA[INRCr]in2025

Prioritysectors


23

Contents


▪ VoiceofMarket

– Foodsector

– Educationsector


– Foodsector

– Educationsector

▪ Workshops

▪ Interventions


24

Recap- Whyfood?

1 Not including agriculture and construction

▪ OneofthelargestsectorsinIndia(exp.INR800KCrGVAby2025)

▪ Growingat10-15%perannumwithsomesegmentse.g.onlineorderinggrowing20%+

▪ 550Kenterprisesownedbywomen(22%1 ofallwomen-ownedenterprises)

▪ 2Mnwomenworkinginthissector

▪ Variouseasy-to-startbusinessesthatrequirelowinvestment&offerflexibleworkschedules

25

FoodlandscapeinIndiaandsectoraltrendsinfood

FoodSector

Foodretail

Foodservice/experience

$470Bngrowingat10%+

$70Bngrowingat10%+

FoodlandscapeinIndia,2018 MegatrendsinFood

34

66

Note: Kirana (“mom-and-pop stores”), general stores, street markets and convenience stores

Roadside,smalljoints

Quickservice,Casualdining,pubs& lounges,chainformat

SOURCE: Consumer expenditure, Euromonitor 2018, Flanders Report, India’s food service report,FICCI report- changing landscape of retail food industry, India Food report 2018, India Food Forum, web search, team analysis

17

83

Groceriesandperishables1

Packagedfoods

Demandfororganicproducedrivenbyhigh-incomeurbanites▪ 15%+CAGR(vs.10%overallindustry)onorganicfoodsespeciallysugar,oilseed,cereals

▪ Strongecosystembuilte.g.9th globallyinareaunderorganiccultivation

1

Artisanalfoods/growingdrivenbyeatingoutaspirations▪ Growingnumberofusescasese.g.La15,LavonneBakery,RawPressery

2

Inclinationtowardshome,healthycookedmeals▪ Drivenbymorenuclearfamilies&workingwomenincities

3

Digitization&newbusinessmodelsemerging▪ E.g.Swiggygrew200%+lastyear▪ Riseofcloudkitchensleadingtoreducedentrybarriersforentrepreneurs

4

FOOD SECTOR – VOICE OF MARKET

26

InRetail,packagedfoodcategorieswithinsmallenterprisesgrewat20%+

1 Includes cereals, grains, sugar ,edible oils and dry fruits

SOURCE: Connecting farm and industry: Through value chain empowerment, INDIA FOOD REPORT 2018…

FoodSector

Foodservice

Size(bn)

Groceries&Perishables

350 10▪ Perishables▪ Freshproduce▪ Spices▪ Dairy▪ Cereals&drygrocery1

▪ Beverages

17 12

CAGR(%)Item

Packagedgoods

▪ Savourysnacks▪ Biscuits

9 20

▪ Confectionery▪ Others

5 12

3 9▪ Bakedgoods▪ Pasta,noodles,

soup

Total

FoodlandscapeinIndia

50%ofthemarketistraditionalsnacks,growingat~30%CAGR(vs.packagedfoodat12%)withopportunitiesforsmall-scalebusinesses

5-10%gourmetfoodcategorygrowingat~20%CAGRwithopportunitiesforartisanalfoodbusinesses

Fastestgrowingsegmentat12%CAGR,with90%productiontakingplaceinalarge-scalefactorysetup

Dairyandcerealsconstitute~40%and~30%ofmarketsharerespectivelymakingthissectordominantonagribusinessesprevalentinruralsetup

Foodretail


27

5trendsinpackagedfoodthataredrivingdemandforentrepreneurs

SOURCE: India’s food service report,FICCI report- changing landscape of retail food industry, India Food report 2018, India Food Forum, web search, team analysis

Megatrends

“WecreatedanewcategoryfornutritionalgoodsunderBBgooddietbecauseofincreasingdemand”– HeadBuyingandMerchandising-

BigBasket

DemandInsights

Riseinsnackificationasthe'fourthmeal’withpreferenceforregional&healthy▪ Increasingmealmomentsinadaywith60%Indianconsumersnacking2+times/day.▪ Consumerslookingforhealthyalternativestoclassicfriedpotatochipse.g.bakednachos,dehydratedvegetablechips,roasted/bakedproducts.

▪ Fore.g.theveggiechipmarketisgrowing15%+▪ InnovativebusinessmodelsemerginglikeSnackibleofferingasubscriptionmodel▪ Traditionalsnacksgrowingfasterfore.g.Indiannamkeensalonearegrowingfaster(~22-25%)ascomparedtowesternsnacksgrowing~12-15%.

▪ Regionalcompaniestogrow2xasfastasMNC'smainlyduetobetterquantityperpack(10-30%higher)andlocalflavors.

Growingdemandsforready-to-cookmealsamongurbanconsumer▪ Drivenbyworkingwomenreplacingcookingwithhealthyoptions(esp.breakfastoccasion)▪ Mushroomingofseveraloptionsinthisspacee.g..iDDosabatters,BBGooddietKodo,MilletRavaDosaandHealthDrinkMilletVita

▪ Furthermomentumfrommacro-economicfactorsduetoriseindualincomehouseholds,nuclearfamilies,longworkhours,increasingtraveltimeandhighdisposableincome

“Peoplehavemovedfrom3mealsadayto5minimeals,creatingopportunityfor4pmsnacks”

– IndustryExpert

1

2


28


Returnoftheauthentic,Indianpalette▪ Economicmigratingleadingtocustomersseekingcomfortinfamiliarproducts▪ FewbrandslikePaperBoatwithnostalgiafactordoingwelle.g.beveragelaunchedflavorscommonlyconsumedathome,likejamun,rawmango

▪ CategorieslikeKhakra,makhana,chikkibeingbranded&re-packagedsuccessfullye.g.TooYum

▪ OnlineretailmodelsbasisauthenticIndiaflavorsthrivingFore.g.‘PlaceofOrigin’delivers100+brandsfrom20states.‘Flavorsofmycity’aggregatesproductsfrom250storesacrossIndiae.g.PanchhipethafromAgra

Aspirationforcurated,artisanalfoodsacrosscategories▪ Numerousbakeriesmushroominginurbancenters- fastestgrowingsegment(20-25%)ledbyhomechefswithtalentinartisanaldessertmaking

▪ Severalothercategoriesbeinggourmet-ified– e.g.lentils,bread,cheese.▪ TheGourmetBoxselling173+productsacross23categoriesthroughregularandmonthlysubscriptionmodel.

▪ BangalorebasedBegumVictoria,producinghighqualitycheesesandselling~1,500kilosp.m.

▪ Customerslookingforahealthy,no-preservativeproduct.Retailchainse.g.Nature’sBasketimportingproductstomeetthisdemand

Megatrends DemandInsights

“Wehavemorethan200varietiesofsnacksonourwebsite.Ateamcuratesregionalflavorsandwetieupwiththebestvendorsfromdifferentcities”

– Team,Flavorsofmycity

“Imakeeverybatchmyselftoensureutmostqualityandtaste.Myproductshasmoredryfruitsthangranolaascustomersareactivelyseekingforhealthybreakfastoptions”

– Founder- Cocosutra

3

4


29



Riseinhealth-consciousconsumers(butnocompromiseontaste)

▪ NewproductcategorieslikeBigBasketGooddietbecomingpopularasaresultofchanginglifestylesandincreasingfocusonwellness

▪ Healthconsciousconsumersnotreadytocompromiseontaste.TooYummproductrangeoffers‘bakednotfried’goodswith‘40%lessfats’makingthemthehealthiersnackoption,withoutcompromisingonflavorandtaste.

▪ Organicpackagedfoodmarketalsopickingup– drivenbyincreasingawareness&newproductofferingslikeFarm2Kitchen,OrganicShop,NaturallyYoursandOrganicIndia.

“Thereisanincreasingdemandforhealthyfoods.Ihaveseenalotofnewbrandsenteringthisspace.Becauseofdemand,theyarereadytopaythehighlistingfee

– Director,MKRetail

5


30

Emerginglighthouseideasinpackagedfoods

Lighthouseideas

1 Preparehomemadesnackscateringtogrowingretailerdemands.-Retailersaggregatingsnacks,readytocookmealsfromvendorsformingcategorieslikeBBGooddiet

Successfulentrepreneurs

4 Farm,aggregateand/ordistribute organicproductsthroughaggregatorslikeFarmizen,OrganicMandya

2 Similartosnacks,preparefreshvariantsofreadytocookfoodproductswithadditionalfocusonpackaging,storageetc..

3 Prepareartisanalandgourmetfoodlikebreakfastcereals,bakerygoodsforonlinechannels/influenceselling


31

Organizedfoodservicemarketgrowingat10%CAGR

1 Includes: Quick Service Restaurants (QSRs) , Casual Dining Restaurants , Cafes, Frozen Dessert / Ice Cream Parlors (FS/IC) , Pubs, Bar Cafes & Lounges (PBCLs)

SOURCE: Connecting farm and industry: Through value chain empowerment, INDIA FOOD REPORT 2018…

KeyInsights

▪ Organizedmarketgrowingat10%CAGRduetochangingconsumptionpatternsandrisingdemandforconvenience– QSRsegmentgrowing(~22%)– Onlinefoodorderingisgrowingat

20%

▪ Foodtechcontinuingto‘organizetheunorganized’.Cloudkitchenformatbecomingpopularasoperationalcostsandriskofclosureincreasing– Faasoshas160+kitchensinIndia– ZomatoinvestedUS$15millionin

LoyalHospitality.

▪ Cateringlikelydominatedbylarge-scalecontracts(e.g.corporatecanteens,hospitals)howeversmall-scalee.g.party,occasionbasedcateringalsoontherise

Foodretail

FoodSector

Foodservice

7

CAGR(%)

FoodlandscapeinIndia

Organized

Item

Unorganized

RoadsideDhabas&Eateries

16OrganisedstandaloneRestaurantsChainRestaurants1

12CateringServices

Restaurantsbasedinsidehotels 9

Size(bn)

46

23

5

2

30 10Total


32

5trendsinfoodservices&experiencesdrivingdemandforentrepreneurs

SOURCE: Flanders Report, India’s food service report,FICCI report- changing landscape of retail food industry, India Food report 2018, India Food Forum, web search, team analysis

“Wewanttoreducetheaverageunhealthycaloriesconsumerseatandprovidehealthyoptionsthatconsumerscanorderdaily"– Swiggydailybusinesshead

Eatingoutcontinuestoriseamongsturbanmillennials

▪ Eatingoutcontinuestobeastrongtrendamongmillennials,withuseoffunctionalkitchengoingdowndrastically.60%ofthemeatout3timesamonth

▪ Impactfeltacrossoccasions– i.e.breakfast,lunchanddinnermovinggraduallytoreadytocook/eatmeals,employer-providedlunchesandeating-outrespectively.

▪ QSRcategoryalsogrowingatCAGR20%+givenlowpricepoint&conveniencefactor


“Mostofourconsumersarebachelors,marriedcoupleswithoutkids,whohaveonlyonemealathome.Thereforethereisaneedtoprovidehealthyoptionsthatmatchtheirpricepointanddeliverytime”– Swiggygeneralmanager

1

Risingonlineorderswithpreferenceforhome-cookedmeals(withnocompromiseonpricepoint&speedofdelivery)

▪ Consumersdemandinghome-cookednutritionalmealsinahyperlocalsetup.Fore.g.StartupslikeMasalaboxprovidinghomemadetiffinservicesandFoodybuddybuildingneighbor-foodnetwork

▪ Foodtechcompanieslaunchingprivatelabelsinthisspacefore.g.SwiggylaunchedHomelyandTheBowlCompany

▪ Lowpricepointofhomecookedmealsmakingitattractivee.g.SwiggydailylaunchedHomestylemealsthroughsubscriptionmodelwithzerodeliverycost.

2


33

1 Foreign Tourist Arrivals

SOURCE: Flanders Report, India’s food service report,FICCI report- changing landscape of retail food industry, India Food report 2018, India Food Forum, web search, team analysis

5trendsinfoodservices&experiencesdrivingdemandforentrepreneurs

FoodtourismrisingasIndiancuisinegainspopularity▪ Indiancuisinebecomingtherageofoverseaspalates- Foreigntravelersspend30-40%1

budgetonculinary-relatedexperiencesinIndia

3

Occasionalcelebrationsgeneratingdemandfornewagecatering

▪ Increasingsocialget-togethersathomecreatingdemandforbulkordersandcustomizedcateringservices.Fore.g.FreshMenuintroducingnewcombomenuslikeThePartyStarterCombo

▪ CertainfoodslikeBiryanigrowingfastonbackofthistrend(e.g.BiriyaniwasthemostordereddishonSwiggyin2017).Estimatesvalueoftheorganizedbiryanideliveryindustryis~INR2,500crore.BehrouzBiryani,BiryanibyKiloandtheBiryaniProjectarearesultofthistrend

4

Increasingtrendofexperimentingnewcuisines▪ Riseinethniccuisineacrossorganizedandhygienicset-ups.HaldiramandBikanervalainspiringmanyunorganizedplayerstomovetoquick-servicerestaurantsformat.Fore.g.GoliVadaPavwhichhas300+storesacross100cities

5



“Employersarebecomingverypickyaboutthemenu.Theywanttomakesurethatthereisvariety,nutritionandtaste”

– Head,Cateringservices

“Ihostpeopleatmyhome forspecialAndhracuisinesinapop-upformat”

– Homechefentrepreneur

34

Emerginglighthouseideasinfoodservicesandexperience

LighthouseIdeas Successfulentrepreneurs

5

2

1

3

4

6

Artisanalcafécateringtohyperlocalneeds

Cooperativecafessellingethnicdelicaciese.g.CaféKudumbashree

Online/offlinevocationaltrainingandworkshopsforbuddingcooks,home-chefs,Design-as-a-servicestudiosforbrandingandmarketing

Culinaryexperientialtoursandservicesforpop-updiningathomeorlearntocookofferingse.g.theBohrikitchen

Cooperativecanteensandcateringunitstoprovideservicestocorporates/eventsandcateringforoccasionslikepartiesandgatherings

Cloud/homebasedkitchenstoprovidehome-mademealsCommunitykitchenspreparingdifferent‘home-style’cuisinestoimprovereliability/efficiency


35

MapoflighthouseideasintheFoodsector

§ Preparingsnacksisatopwhitespace‒ Largeopportunity($2.5Bn

traditionalsnacksmarket)‒ Demandfromretailerse.g.

BigBasketGoodDietforreliablesuppliers

‒ Relativelyeasytoprepareathome/small-scalesetup(howeverbrand-building,packagingandshelf-spacearechallenging)

§ Cloudkitchensforhome-basedmealpreparationalsoastrongplay‒ Expectedtogrowinthe$2-3Bn

fooddeliveryspace‒ Demandfromaggregatorse.g.

SwiggyDaily,Masalaboxforreliablesuppliers

‒ Relativelyeasytoprepare,lesserneedforpreservatives&packaging

Easeofbuildingbusiness:

▪ Highcapexrequired

▪ Easeofcustomeracquisition

▪ Skillsetanddomainexpertiseneeded

Sizeofopportunity:

▪ Sizeofmarket

▪ Growthrate

▪ Prevalenceofsmallscalebusiness

Prioritizationcriteria KeyInsights

Easeofbuildingabusiness

Sizeofo

pportunity

H

L M H

Artisanalcafes&restaurants

Cooperativecafes

Aggregate/DistributeOrganicproducts

Vocationaltrainingandworkshops

Gourmet/artisanalfood

Ready-to-cookfoodproducts

Foodtourismandpop-upkitchens

Cateringservices

M

Home-madesnacks

Cloud/home-basedmeals

Packaged food Food service Prioritized


36

Contents


▪ VoiceofMarket

– Foodsector

– Educationsector


– Foodsector

– Educationsector

▪ Workshops

▪ Interventionsneeded&roleofGAME

▪ Backup


37

Recap- WhyEducation?

1 Not including agriculture and construction

▪ SectorestimatedtoreachINR300KCr inGrossValueAddedby2025

▪ Highgrowthsectorwith15-20%growthacrosssegments(amongthehighestinthecountry)

▪ Prevalenceofwomenownedbusinesses- 20%1 urbanenterprisesownedbywomen(highestamongallsectorsinurbanIndia)

▪ Highwomenlaborbase- ~48%ofallemployeesinthissectorarewomen(highestproportionamongstsectors)

38

3sub-sectorsidentifiedaswhere-to-playareasformassentrepreneurship

SOURCE: IBEF report Education & Training 2018; Private Tutoring India - Trends and Issue by Revenue International, ILO; press & web search; team analysis

1 Technical and Vocational Education and Training (TVET) 2. Segments like beauty & wellness, textile, handlooms and handicrafts are women dominated

JourneyofIndianlearner

Daycare&Preschool$3-$5Bnmarketexpected

CAGR20%+till2020

Pre-primary Primary SecondaryUpperPrimary

12-14yrs.6-11yrs. 15-18yrs.2-5yrs. 19-24yrs.

TVET1

Afterschoolsupplementaryeducation

$16-$18BnmarketexpectedCAGR15%-20%+

till2020

TestPrep$20-$25Bnmarket

expectedCAGR15%-20%+till2020

K12$35-$40Bnmarket

expectedCAGR15%-20%+till2020

VocationalTraining2$5-$8Bnmarket

expectedCAGR25%+till2020

HigherEducation$15-$20Bnmarket

expectedCAGR10%-15%+till2020Focusareas.Sub-sectorsidentifiedbasis:confluenceofwomandominanceinbusiness,highgrowthand

easeofstartingasmallscalebusiness

EDUCATION SECTOR -– VOICE OF MARKET

39

Daycare&pre-school- 5megatrendsdrivingdemandforentrepreneursMegatrends DemandInsights

“>45%ofourpreschoolsarelocatedason-sitecentersinbigcorporates”

– Founder,KLAY

“IdonotbelieveinfranchiseemodelasIamworriedaboutbranddilutionbyentryofnon-educationalists”

– Founder,Independentpreschool

“ThereisnoreliableandaffordablepreschoolnearmyworkplaceandIcannottakemydaughterthere.Ihavetoleaveherbackinmyhometownwithmyin-laws”

–MigrantCook,WestBengal

“Parentsprefercurriculum-basedpreschoolsfortheirkidsasthatwillkeepthempreparedwhentheyjoinK12schools”

– Founder,Sandboxcare

40-50%gapincurrentday-caresystemforworkingmothersWomenworkforceexpectedtoincreaseto150mn(2030)withlow-incomejobslikeconstruction,retailetc..biggestdrivers

Corporatesaugmentingdemandforday-caresupportPushforwomenatwork&govt.regulationdrivingsetupofon-sitecreches/relatedmodels

FranchisingmodelpickinguphoweverstruggletofindgoodeducatorsforthebusinessHighmargins&lackofregulationstriggeringentryofentrepreneurswithlowercredentials/skillsettorundaycares(maynotmeetexpectationsonquality)

Day-careneedsoflow-incomehouseholdslargelyunmetAnganwadisystemprovingineffectiveonseveralcountsincludingparentalaspiration,daycareneedsofthissegmentespeciallyonaffordability,workplaceproximity&vernacularmediumunmet

Aspirationforcurriculum-basedlearningdrivingformalizationParents’wishtohavechildrenreadyforprimaryschool– focusonlearningoutcomesfromdaycares

SOURCE: Expert conversations, Ethnographic studies of education entrepreneurs


1

2

3

4

5

40

Emerginglighthouseideasindaycare/preschoolsegment

70%

90%

10%

2010

30%

2020

Formal2

Informal1

10%

25%

1 Small independent daycares/ preschools typically with 15 kids. 7.7 Mn Indian children in this system, roughly translating to >500k establishments; 2 Large branded (company owned / franchisee) chains of daycare / preschools with 75 kids. 3.3 Mn Indian children in this system, roughly translating to 44k establishments; 3 Demand gap of 11mn children = (number of children requiring facility4 – number of children currently in preschool/daycare);demand gap split between formal & informal; 4. Number of children requiring facility = Number of children (0-4 yrs.) * % nuclear families * % women in labor participation

500K

40K

Addn.setupsneededtoaddressdemand3

Socialenterprisestosupportkidsfromlowincomefamilies▪ Opportunityforsocialenterprisesatscaletofixgapsingovt.

system▪ Activatehigh-laborcompaniese.g.inconstructiontoparticipate

aspartofCSR

2

Scalesmall,independentdaycarestomeetrisingdemand▪ Opportunitytounlockbarrierstoscaling– e.g.supportoninitial

CAPEX(10-15lakhsfor15-childsetup),howtohandlequalityatscale(esp.employment),pitchingfor&securingcorporatebusiness,competing/differentiatingwithhome-basedsetups

1

Home-basedhyperlocalcaregivingwithsmall(<10kids)setups

§ Forworkingmothersegmentthatvaluesvicinityheavily(e.g.home-basedsetupsinsamesociety)

§ Auditmechanismneededtoensurequality

3


SOURCE: Secondary research, IBEF Report, expert conversations, Population data, CARE Report

LighthouseIdeasFormalsegmentgrowing>2Xofinformalsegment(in10years)

41

Vocationalskilling– megatrends&gapsinthemarket



Attendanceattrainingisquitelow,couldleadtopartiallytrainedassociates

– Lead- Salon,UrbanClap

‘Westruggletofindskilledemployeeswithanentrepreneurialmindset&hencespendalotoftime&effortontraining.Findingqualityfranchiseepartnersisalsoachallenge’

– CEO,Lakme

“ChangeinTVETecosystemcanhappenonlywithamindsetandculturalchange- vocationaltraininghasasocialstigmaandthatneedstochange”

– Headskills,NIIT

‘Ittookme4-5monthsateachlevel– firstcleaner,thenpedicureandslowlyuptheladder.WasaveryfrustratingpaceandIwasgettingpaidquitelesscomparedtoexperiencedworkers.

– Beautician,Mumbai

LargeworkforceadditionsexpectedinnextfewyearsinIndiahoweveronly~5%goesthroughformaltraining~100Mntobeaddedtotheworkforceinnext3yearswithsectorsthatdemandskillinge.g.beauty,retail,healthcaredrivinggrowth

LimitedemphasisondigitalorentrepreneurialskillsinformalcurriculumE.g.beauticianoftomorrow(e.g.withUrbanClap)expectedtoindependentlybuildcustomerrelationships,useappeffectively,manageself-finances– notformallyincludedincurriculumtoday

Informal/apprenticemodelisprevalent,howevernon-standardized&inefficientVariabilitydrivenbyteacher&4-5xadditionaltimetakentoimpartlearningprovefrustratingforlearners

Increasedmaturity&supportfromgovt.interventionsinthesectorNSDCandsimilarinitiativesbystategovernmentspresentinthespace

Affordable,hyper-localskillingmodelswithgoodcurriculumareeffectiveChainswithcorporatepartnershipsforfeessupport/placementandfounderswithreputationinthespacelikelytodeliveroutcomes

1

2

3

4

5


42

LighthouseIdeasCustomer-facingsectorsgrowingfaster(~1.5X)thanothersectors

Emerginglighthouseideasinvocationalskillingsegment

Localizedskillinginstitutesinwomen-dominatedsectorstocreateindependententrepreneurs(beautyandwellnessasatemplate)

▪ Enableexperiencedbeauticianstostart&scaleskillingestablishments

▪ Curriculumpartnerscrucial– e.g.sanitizedmodulesfromLakme,UrbanClapwhowillalsoabsorblargebaseofthesestudents

▪ Similarmodelappliestoseveralotherrolese.g.grooming/basicITskillsforretail&hospitalityspace,home-basedcare&dutyassistantroleinhealthcare,tailoring/textiledesignforapparel

1 Technical & Vocational Education and Training 2 2013-2022

SOURCE: 6th Economic Census, National Policy for Skill Development and Entrepreneurship, 2015, NSDC annual report 2017-18, Status of Education and Vocational training in India, NSS 68th round, Team analysis

15

4

65

8

25

7

10

5

5 20 30 35 40 45

16

50 55 600

15

1

2

3

6Foodprocessing

%womeninworkforce

Transportationandlogistics

Healthcare

Textileandclothing

CAGR2

(workforcedemand)

BeautyandwellnessRetail

Building,constructionandrealestate

ITandITES

Sizeofbubble- Gapbetweentrainingcapacity(supply)&exp.newworkforce(demand)


43

After-schooleducation- 5megatrendsdrivingdemandforentrepreneurs(1/2)



“ThereislowskillrequirementandhighdemandforteachersforprivatetuitionsinMathandEnglishinclasses4-8”

– Founder,CENTA

“Mykidsarenotthinkingindependentlybecauseofhavingtolearnbyrotewhateveristaughtinschool”

– Motherof5&12yr.kids

Increaseinenrolmentsfromfirst-generationschoolgoers(low-incomesegment)withneedforafter-schoolsupportSchemeslikeSarvaShikshaAbhiyanandMid-DayMealschemeetc..haveincreasedenrolmentfromlower-incomesegments,whoarefirsttimeschool-goersinthefamily(netprimaryenrolmenttoreach70%by2020),increasingtheneedfortutoring

Increasingawarenessonperilsofrotelearninginourschools▪ E.g.60%ofprimaryschoolchildrenfailtoachieveminimumproficiencyinreading&arithmetic

▪ Rotelearningisamajorpainpointbetweenparents&schools– mushroomingofvariousalternativecenterse.g.Kumon,CueMathwithvaryingeffectivenesstoaddressthisdemand

Furtherwideningofthedemand-supplygapinteachersinpublicschoolsIn2017,18%positionsofteachersingovernment-runprimaryschoolsand15%insecondaryschoolswerevacant;studentenrolmentrisingfasterthanteacheraddition


1

2

3

44

After-schooleducation- 5megatrendsdrivingdemandforentrepreneurs(2/2)


“Studentspreferinteractivelive-onlinetutoringincomparisontoapps&simpleonlinelearning”

– IndustryExpert

Increaseininter-statemigrationforemploymentcreatingneedfortraininginlanguage▪ In2017,inter-statemigrationinIndiawas9mn– migrantsmovingmajorlytoDelhi,Maharashtra,TamilNadu,AndhraPradeshandKerala;needformigrantworkers'childrentolearnvernacular(e.g.BengaliinDelhi)

Onlinetutoring(videos)

Appbasedtutoring

“Whiteboard”basedinteractivelive-tutoring

“Highermigrationduetoworkopportunitiesofparents– hencekidsrequirelanguagetraining”

– Hometutor(Hindi)


Ed-techpairedwithliveinteractivemodelopeningupnewopportunitiesforhome-basedtutoring

▪ Ed-techspacebroadlywentthrough3transitions– video-basedtutoring,app-basedtowhite-boardbasedinteractivestyles

▪ Parentslookingfornon-commutinghome-basedtutoringoptionsfortheirchildren


4

5

45

LighthouseIdeasOverallcoaching/privatetuitionindustry:$40bn

Emerginglighthouseideasinafter-schoolsegment

School40

60

Description

42Primary(I-V)

26UpperPrimary(VI-VIII)

33Secondary(IX-XII)

Toughmarketwithheavyinvestment&strongentrepreneurqualificationneededforcredibility

Competitiveexaminations

1

2

3

4

Largelyunorganizedmarketwithfocusonproximity


SOURCE: Expert conversations, team analysis, Overview of Indian education industry June 2018, Data from AISHE

% of students availing tuition in XX grade as % of total students availing private tuitions = (number of XX grade students availing private tuition)/ (Total of primary, upper primary & secondary grade students availing private tuitions);Number of XX grade students availing private tuitions = number of students enrolled in XX grade * % of XX students availing private tuition belonging to grade XX

Supplementaryeducationestablishmentswithemphasisonnon-rotelearning▪ Inhousenon-rotelearningcurriculumtraininge.g.CueMath,WeMath

▪ Independentsupplementary(e.g.Kumonfranchisee)

Independenthometutoringenabledbyed-tech- language&mathto1-8grades▪ Example:withed-techplayerslikeVedantu

Careercounsellingsetups▪ ProvidecareercounsellingoptionstoK8-12orcollegestudentsthroughblendedmodel/pureofflineplay

Franchiseeofbig-tickettest-prepplayer▪ Test-prepforcompetitiveexamslikeCAT,CLAT/Lawetc..▪ Familiarityofrecentcurriculum&exammethods

Focusarea% of total (2017)

46

Mapoflighthouseideasineducationsector

Easeofscalingbusiness:

▪ Requirementofskillsetanddomainexpertise

▪ Capexrequirement(low/medium)

▪ Deliveryofqualityofservices

▪ Qualificationofentrepreneur

▪ Easeofcustomeracquisition

Sizeofopportunity:

▪ Sizeofmarket

▪ Expectedgrowthrate

Sizeofo

pportunity

Easeofbuildingbusiness

Alternativesupplementarynon-roteeducation

Careercounselling

Scaleindependentdaycare/preschools

Localisedskillinginstitute

Franchiseofbigtickettestprep

Affordabledaycare/preschools

Independentlanguage(Englishetc..)trainer

Independenthometutor(mathetc..)

Scalesmallhome-baseddaycares


Prioritizationcriteria

H

L M H

M

Prioritized

47

Contents

▪ Sector prioritization

▪ Voice of Market

– Food sector

– Education sector

▪ Voice of Entrepreneur

– Food sector

– Education sector

▪ Workshops

▪ Interventions


48

Me

Myfamilyandsociallife

Mycommunity

Keyplayersinthebusinesssector

BackgroundandtheresearchfocalpointEarlyobservation:Aftersectorprioritization,wespent6weekstalkingto~30womenintwocities(BangaloreandMumbai)whoarerunningbusinessesinfoodandeducationsectors.Weformedawiderangingviewonchallengesandboundariesthataremorefundamentalinnature.

Wewantedtounderstandfamilyandsocialcirclesupport,howtheenvironmentreactstoawomanrunningabusiness,howmaleemployeesftinandhowthewomanentrepreneursfinallyembarkonascaleupjourney.

Wewantedtodeepdive,sowecreatedthecirclesofinfluenceto:Checkonpatternsrelatedtoentrepreneurialmindsetofwomen,whattheirworldsarelike

▪ Whatimpactsdothefamilymembersandsocialcirclehave

▪ Whatroledoesthecommunityplayforwomenwhoaresettinguptheirbusinessortryingtoscaleitup

▪ Whatimpactsthejourneyswithrespectstokeyplayersintheeco-system;thegovt.policies,thefinanciersandcustomers

49

EntrepreneurshipasanexpressionofpassionTwoofthecommonthemesthatemergedwere,leavingcorporatelifetostart“something”,andhome-makerswishingtooccupythemselvesbystarting“something”.Inspiteofhavingalltheskillsrequiredtobeanentrepreneur,itisthelackofawarenessofpossibilitiesthatemergesasthegreatestbarrier.

ThepressureofthefirststepWhenitcomestofoodasaventure,thepressureislessaboutfundingorinfrastructure,andmoreaboutpsychologicalsupportfromfriendsandfamilyandhavingthecouragetobreaksocietalnormsandexpectations.

TheloanaversemindsetThismindsetisdrivenbyaperceptionofhighinterestrates,complexpaperwork,thethoughtoflong-termdebtandfearoflosingcontrol.

TheaspirationofabetterworklifebalanceWorkingforselfwillprobablyalwaysallowmorefreedomandlifeflexibilitythanworkingforsomeoneelse– thisisanunderlyingbeliefinmanyurbanwomen.

“IfIhadtherighteducation,itwouldhavetakenjust5yearstoreachhereinsteadof10years”

Womenentrepreneurs:ThechangingfaceofurbanIndia

“IneverthoughtIwillhavemyownbusiness”

50

IndiaisstilllargelyapatriarchalsocietywithanorthodoxbeliefsystemThereissocietalresistancetowomencreatingindependentidentitiesbasedonaprofession.Menareexpectedtosucceedfasterandhigherthantheirwomencounterparts.

Currentlyavailableresourcesareunder-utilizedResourcelibrarieslikebusinessentityregistration,micro-financing,training&skillingarenoteffectivelyreachingrelevantaudiences,sohaveverylowengagement.

OnlinesaleschannelsoffertheanonymitythatsomewomenlookforDuetosocialnorms,introvertpersonalityorothersuchreasons,somewomenthriveinformatsthatallowthemthesecurity&anonymityofin-house/limitedexposureoperations.

“Itwasnotveryeasytogetstudentsinitially,beingawomanpeopledidn’ttrustmycapabilities”

“Ihadthepatience.Peopleneedimmediateresultsandwhentheydon’tseeit,theyquit”

Womenentrepreneurs:ThechangingfaceofurbanIndiacontd.

51

KeyInsights(1/2)– FoodSector

AmixofcreativityandpassionWomenthatwespokewithtookhome-bakingonestepaheadandtookitupasabusinessbecausetheycouldmixtheirpassionandcreativity.Quiteevidently,theybelievedtheyarenotsellingcakesorcup-cakes,butaresellinganexperience.Thesebusinessesarenotcreatedoutofnecessity,butoutofadesiretodosomethingdifferentinlife.

ThequalitysensitivecustomersWhenitcomestofood,customerslookforquality.Beithome-bakingorhome-preparedmeals,intoday’surbandigitalIndia,customersdecidewhatistheUSPofabrand.Thebusinessesthriveandgrowbasedoncustomerfeedback.Womenwespokewitharefearfulofascale-updilutingthecraftedUSP.

Foodsafety,securityandhygienebeyondtasteInourconversationswithhomepreneurs,thequestionoffoodsafetyandhygienecameoutasachallenge.Therearetwoaspectstoit.Alotmanyfoodpreneurscomefromaninformaltrainingbackgroundanddonotpayenoughattentiontotheseaspects.Andalso,theyfacechallengeinconformingtotheregulationsduetolackofinformationandclarity.

52

KeyInsights(2/2)– FoodSector

OpeningupthekitchentothecloudTheonlinefoodorderinganddeliveryplatformsandaggregatorshaveopenedupthekitchensofmanywomenthatwespokewithtoalargercrowd.Itbecomesimportanttokeeptrackoftheorderscominginfrommultipleonlineorderingplatforms.Trackingorders,reportsanddeliveryhelpsoptimizeinventory.AcustomisedPOSsystemisanessentialandnotawidelyavailableknowledge.

TheissueofpricingThevolatilityofpricesofrawsupplywhenitcomestofoodsectoraredependentonmultiplefactors.Startingfromoilpricestoseasonalimpactofvegetableprices,thereisvolatilityinthepricesofrawmaterialessentialtofoodindustry.MaintainingapricepointforthepricesensitiveIndianmarketrequiresahighamountofbusinessacumen,anditcameoutinourconversationsoften.

Thedenialofa“hobby”AlotmanyfoodpreneursinIndiastillstruggletobetakenseriouslywhilebalancingafamilyandabusiness.Theconceptofopeningupthekitchentomakeabusinessoutofitstillisconsideredasahobby formanyaspiringwomenentrepreneurs.

53

Idon’thavealltheskillsorknowledgetobeasuccessfulentrepreneur

Iamnotawareofthepossibilitiesofmypassion

MyAwareness

MySkills

MyMindset

MyAccess

Theloweryougointhesocio-economic strata,thehighertheaversenesstotakedebt &scepticismtostartoutontheirown

Oftenthereisa lackofco-ordinationbetweengovernmentandsocialorganizations,financiersand thetargetwomenentrepreneurs

Lessattentionispaidtoareaslikehygiene,preservation &attimesevenoperationalefficiency&unitcostoptimisation

Fragmentedadvisory(govt.&pvt.)&aninhibitiontostepoutleadstopoorrecognitionofbusinessopportunities

Weaksupportsystemofmentorsandadvisors thatisimperativetogrowth

MySupport

Iamscepticalabouttakingunconventionalroutes

Idon’thaveaccesstoalltheresourcesavailable

Idon’thaveanimmediatesupportsystem

“Iknowcookingverywell,butIdon’tknowhowtostoreitforalongertime”

“Idon’tknowiftherearepeoplelikemewhoaresuccessful.Idon’thaveanyrolemodels”

“Iwon’tgoforapartnership,Iwanttohavefullcontrolofmybusiness”

“Iknowtherearegovernmentschemes,butitsverydifficulttofindthose”

“Idon’thaveamentorwhocanguideme”

5areaswherebarriersrelatingtostartingandscalingupwereevident

54

Highbusinessacumen

Homesetup

Limitedbusinessacumen

Professionalsetup

Artisanal/gourmetproducts

Cooking/bakingtrainings

Homebasedkitchens

Homemadesnacks

Homebasedkitchens

Whatisan“Archetype”

Anarchetypeisdepictedasaspecificpersonbutisnotarealindividual;itissynthesizedfromobservationsofmanypeople.Itisawaytocommunicateandsummarizeresearchtrendsandpatternstoothers.Thisfundamentalunderstandingofusersiswhat’simportant.

Anarchetype,isalsoknownas“universal symbol’,acharacter,a theme.Archetypeshaveacommonandrecurringrepresentationinaparticularcontext.

TheCapableContemplatorTheStretchedHustler

TheAspiringEntrepreneur

FoodArchetypeFramework:BusinessSetupandBusinessAcumen

55

3archetypesemerginginthefoodpreneurspace

THEASPIRINGENTREPRENEURTheneedtogetencouragementandtherightresourcestostartherownbusiness.

• Inspiredbythesuccessstoriesofothers• Findsithardtobelievethatshecandoitaswell

• Isn'tsureofhowtogetstartedandwheretolookforwordsofencouragement

THECAPABLECONTEMPLATORTheneedtogetoverapprehensionsandwalktheentrepreneurialpath.

• Passionateaboutcookingandbaking• Takesitasanexpressionofcreativity• Apprehensiveabouttakingchancesandrisks• Wantsto,yetscaredof,leavingthecurrentcomfortzone

THESTRETCHEDHUSTLERTheneedtoscaleupandyetrideonthepassionforquality

• Startedoutasanecessity.Startedsmallandoutofhome

• Scaledupandexploredmultiplechannelsofsellingfoodincludingdigitalplatforms.

• Valuesqualityoverquantity• Fearfulofscalingupandisapprehensiveaboutfindingrightsetofpeople

56

Contents


▪ VoiceofMarket

– Foodsector

– Educationsector


– Foodsector

– Educationsector

▪ Workshops


▪ Backup


57

KeyInsights(1/3)– DaycareSector

Entrepreneurship,employment&empowermentDaycaresetupsareplayinganimportantroleinsupportingallthreeinitiatives.IntheIndiansociety,daycaresetupsrunbywomenaretrustedmoreandalmostallemployeeswithinthesearewomen.Thesearealsoinstrumentalinhelpingwomengetmoretimetothemselvesandpursuecareers,hobbiesandme-timeempoweringthemtobealltheycanbe.

Primaryformats:home-based,semi-professional,commerciallydrivenDuringresearchwenoticedthreescalesofcentres– a)lessthan5to7kidsbeingrunfromthelivingroom/additionalroomofahome-makerinasocietyb)upto~30kidsformatbeingrunfromarentedproperty(mostlyanapartmentcomplex)c)>70/80kids,beingrunfromacommerciallydesignedspacespecifictochildcareanddevelopment.

58


MotivationsarelargelydrivenbychildcareorcommercialsDuringourconversationswenoticedtherearetwotypesofmotivationsinthisspace:thefirstwas,womenwhoweremotivatedbychangingthecurrentdaycareindustrythroughstructuredcurriculumsthroughtie-ups,franchisesoraffiliations.Theotherwasjusttheneedtomonetiseonspace,timeorthestatistic.Also,thereisadirectivetocorporatesbyIndiangovt.toprovidechildcarecentresfortheiremployees.Schools,corporatesandevensomereal-estateplayersaregettingintothisspacewithvariedfocusonqualityandholisticdevelopment.

FrictionbetweentheorganisedandunorganisedplayersThereisafundamentalpatterninparents.Onesegmentconcentratesonthepriceofthecareandservicesaslongastheyaresafeandeconomical.Theothersegmentlooksforcurriculum,brand&holisticdevelopmentinthecentretheywillsendtheirchildto.Theseparentsarewillingtopaybetween50kto150kINRperyearperchild.Thestructuredcentresareencouraginggovernmentinterventiontoregulatethespaceandstandardiseservicesincludingthosefrominformal,mom&pop daycares.

59


Operatingmodels- forprofit&notforprofitTherearetwoclearfocusesthatwereemerginginourconversations,onewasthefocusonSECC,D(bluecollarworkforce)&underprivilegedchildrenandtheotherwasonthechildrenbelow6inthemiddle&upper-middleclass.Theformerrunsondonations,CSRfunding&volunteersandthelateronself-fundingorformalfinancingthroughloansandinvestments.

Childcarebeinghightouch,needforqualityisparamountEntrepreneursscaleupslowlyordonotscaleupatallbeingfearfulofnotfindingenoughqualityandtrainedprofessionals.Theyhavechallengesfindingtherightpartnerswhowouldnotdilutethequalitystandardsofcareandexperienceeventuallyhurtingthebrandreputation.

ServicesarerenderedtoandsoldtodifferentaudiencesWhileentrepreneursserveveryyoungchildren,theirpayingcustomersaretheparents.Theirconcernwasthatparentalaspirationsareoftenverydifferentfromtheneedsoftheirchildren.Parentstendtofocusontheforwardlookingvalueoftheserviceswhereasthecentresrecommendthatfocussingonthechild’scurrentneedsisparamount.

60

Ineedhelpwithmanagingtheexpensesandplanningscale

Idon’tknowhowtogetstarted.Iamunsureaboutmybusinessskills

MySkills

MyFinance

MyValue

MyEmployee

Cheaperalternativesthattranslatetolowerquality,arecommoditisingthespaceandmakingitverydifficultforthequalitysetupstocommunicatethepriceandvalue

Weakregulationsandpoortrainingsinthespace,findingpartners,employees,adminandhelpstafftorunandscaleoperations,isarealchallenge.

Therearealotofinhibitionsaroundtermsofdebt,thesuccessoftheeffortsandtheavenuesthatcanbeapproachedtoraisefinance.

Thetendencyistostartwithan‘howdifficultcanitbe’approachandthennavigatingtheirwaythroughthechallengesastheygoalong.

Peopleinthesocialsectorarenotaswellconnected.Anetworkisneededthatcancollectivelyworktosupportchildrenfromlow-incomefamilies

MyCause

Ican’tdifferentiatemyvaluepropositionw.r.tlowerqualitycentres

Idon’tknowhowtofindqualityemployeeswhoareequallymotivated

HowdoIconnecttolike-mindedpeoplewhoareaspassionate&willingaboutmycause

“Iamapprehensivetotakedebt.WhatifIdon’tdowellandfirstly,whowillgivemethiskindofmoneytoset-upaprofessionalplace?”

“Ididn’tknowifthiswouldwork,whetherIwouldgetcouplestotrustmewiththeirchildren,whetherIwillbeabletomanageexpenses– Ihadalotofquestions”

“Iamcomparedtocentresbasedonlyonpricing.Itisdifficulttocommunicatevaluewhenpriceistheultimatedecisioningfunnel.Qualityteacherscost,qualitycurriculumisexpensivetoimplement”

“Noteveryoneinthisfieldistrained.Theavailabletrainingsarealsofragmented.ItisdifficulttofindexperiencedprofessionalssoItrainalotofpeoplemyself!”

“GettingCSRbudgetsorcrowd-sourcingfundstorunanoperationlikemineisverytough.Raisingfinanceisajobinitselfandatougheronewhenitisforsocialcauses”


61

KeyInsights(1/3)– BeautyandwellnessBollywood,contentpenetratingdeeperintotheruralareashasincreasedspendsonstyling&trendsWithBollywood&media(news,films,entertainment)reachinglargeraudiencesintheruralmarketsbytheday,thereisanincreasingtrendofspendingonbeauty,styling&glamour.Thisisopeningupcareersinbeautyeveninrural/tier3areas.Nowwomencantrainandservetheirownlocality,districtorcity.Theincreaseinspendsislargelybywomencustomers.

NoeducationorfinancebarriertoenterDuetothehugegapindemandandsupply- thereisalackoftalentinthisindustry.Thesalonsandtraininginstituteswelcomepeopleofallbackgroundsintothisindustry.Themenenteringthisindustrytendtogravitatetowardshair-stylingandmassagetherapy,whilewomenhavemoreoptionssuchasfacialtherapy,manicure-pedicure,skintreatmentsandsoon.

Nocentrallygovernedcertification/accreditationorskilling&trainingThestandardsofbeauty&wellnesstrainingandexperiencevaryasyoumoveacrossthecountry.ThelargersalonsandserviceslikeL’Oréal,Enrich,UrbanClaparefillingthisgapwiththeirowncoursesandcertifications.Thisisalsoactingasagreatsourceoftalentforthem.

62

KeyInsights(2/3)– BeautyandwellnessKeycareeroptions:Independentstylist(event/marketbased),salon,salon+trainerTherearefewoptionsinthisfield- womenwhoaresingle,havelighterfamilydependenciesorhavesupportsystemsathome,tendtogrowascelebrity/eventspecialiststylists(weddings,parties,etc)becauseofthemobilityinvolved;whereaswomenwhowant/aretiedtoalocationtendtocatertoalocalityindependentlyorbystartingasalonwiththesupportofcapitalfromfriendsandfamily.

Keyreasonstogetintoskilling:brandbuilding&recruitmentMosttenured/experiencedstylistsandbeauticiansgetintotrainingandskillingfor2keyreasons- tofindtalentthattheycanhire,andtosupplementtheirindividual/salon’sbrand.Theentrantshavetheoptionofpayingthefeesorworkingitoffoveraperiodoftimerangingfrom3monthstoayear.This“guaranteedplacement”alsoattractsamorededicatedcropofprofessionals.

63

KeyInsights(3/3)– Beautyandwellness

SkilledbeauticiansalsoactasacustomeracquisitionchannelEverysalonusestheirfrontlinebeauticiansasacustomeracquisitionchannelbygivingthemsubstantialincentivesonrepeatcustomers,cross-sellingofproductsandrelatedservicesandreferrals.Thisiswherethebeauticiansfirstrecognisetheentrepreneurinthemanddesiretopursuethe“whynotdoitonmyown?”dream.

FasterfinancialgrowthascomparedtoothervocationbasedcareersInthemetros(SECA&Baudiences)- professionalswithnoformaleducationcanstartearningupwardsofINR30K+monthlywithinafewyearsofbeinginthebeautyindustry.Withtheirfixedincomebeinglowerthanthe20kINRmark,theirincentivescanbealmostasmuchormore.

64

Ican’tfindqualityprofessionalseventhoughtherearesomanytraininginstitutes

Idon’tknowthebestplaceandtermstoraisefinance

MyStart

MyEmployees

MyMarket

MySkills

Whilethespendsonbeautyandwellnessservicesareincreasing,itismainlyintheat-homeservicescategory.Walk-insarereducing,pricewarsincreasing

Professionalsarefindingitdifficulttofindtimetotrainandruntheiroperation.Theywanttobepartofskillingtoraiseindustrystandardsandalsorecruityoungtalent

Poorlytrainedentrantsmakeitdifficultfornewsalonstodeliverquality.Establishedsalonswon’thirenewcomersduetotheirpoortraining

Experiencedstylistsstartabusinesswithsupportfromfriends,familyandregularcustomers.Theytakeonconsiderabledebtandarethenundergreatstresstodeliver

Reputationiseverythinginthisbusiness,buildingabrandisimperativeandtherearemanycomplexitieslikecompetition,unskilledemployees&more

MyBrand

Iamfindingitdifficulttocompetewithtechnology-drivenmarketplaceat-homeservices

Iwanttosharemyexperienceandskills.Newcomerscanbenefitfrommyguidance

Iwanttobuildabrand,ifIstayasasmallsetup,Iwon’tsurvivebeyondapoint

“Evenwithsomanyplacestotrain,thequalityofprofessionalscomingoutisveryquestionable.Keepingpeoplebeyondthe12monthmarkisreallytough”

“Iknewstartingoutwouldrequirealotofmoney.Thiswasn’tgoingtobeeasy.Ihadsupportersbuttoputeverythingtogetherwasanearimpossibletask”

“Withallmychallenges,themarketisonlygettingmorecompetitive.At-homeservicesaresoaffordableandbecomingmorepopulareverywhere”

“Trainingissoimportantinthishigh-touchservice.Iensurethatallmystylistsareverygood.Ialsowanttousetrainingtorecruittalent”

“Icannotaffordtofail,thereisalotatstakeandtosurviveIneedtomakemybrandknownforthequalitythatmysaloncanprovide”


65

Affordabledaycare

Highbusinessacumen

Target:Lowermostsegment


Uppermostsegment

Whatisan“Archetype”


Anarchetype,alsoknownas“universal symbol’,acharacter,a theme.Archetypeshaveacommonandrecurringrepresentationinaparticularcontext.

ThePassionateEntrepreneur

TheSocialEntrepreneur

Professionallysetupdaycare/preschool

TheSeasonedEntrepreneur

Homebaseddaycare

DaycareArchetypeFramework:TargetCustomerSegment&BusinessAcumen

66

Highbusinessacumen

Entrylevelworker


EstablishedStylist

Homebasedkitchens

HomemadesnacksWhatisan“Archetype”


Anarchetype,alsoknownas“universal symbol’,acharacter,a theme.Archetypeshaveacommonandrecurringrepresentationinaparticularcontext.

TheProfessionalentrepreneur

Beautysalonchain

TheAspiringStylist

Juniorstylist

ThePerseveringEntrepreneur

Independentsalon

Beauty&WellnessArchetypeFramework:Proficiency&BusinessAcumen

67

3archetypesemergingintheeducationspace

THEPASSIONATEENTREPRENEURTheneedtogrowandgettothenextlevelinchildeducationspace

• Passionateabouteducation• Naturalflairforchildcare• Educated,beenaprofessionalandeventuallyfollowedherpassionforchildcareandcreatedherownbusiness

• Determinedtotakethenextsteps

THESOCIALENTREPRENEURTheneedtoscaleupandhavelargerimpactonsocietywithherwork

• Enthusiasticaboutsocialimpactwork• Formallytrained,educatedandalsoexperienced

• Valuesandethicsdriven• Isn’tsurehowtogetoverfinancialtroublesandstayafloat

THEPERSEVERINGENTREPRENEURTheneedtogetencouragementandtherightresourcestostartherownbusiness

• Amiddleclassbackgroundwithaspirationstobeachange-maker

• Chanceduponfindingherownpassion• Tookalltheopportunitiestoconvertherpassionintoabusiness

• Ofthemindsetthatfindingtherighttalentisachallenge

68

Contents


▪ VoiceofMarket

– Foodsector

– Educationsector


– Foodsector

– Educationsector

▪ Workshops


▪ Backup


69

DesignthinkingworkshopsSeparateworkshopswereconductedforprioritizedsectorsusingafreshout-of-the-boxproblemsolvingtechnique(designthinking)on• Howtolookintotheend-to-endjourneyofanentrepreneur withrespecttostartingand

scalingupabusiness• Demandaggregators,entrepreneursandendconsumerstogetherapproachedand

definedproblemstatementsinatime-boxedscheduletodraftastartingpointforsolutioning

TheHackathonprocess

Defineakeypersonaandbrainstormcurrentpainpointstheyexperience

Journeymapping:CurrentEntrepreneurJourneyIdentifythepersona’scurrentexperienceinconcretestepstowalkintheirshoes

Ideation:SolutionsforthepainpointsUsetopprioritizedpainpointstoconductlightningideation.

PresentHacksTeamswillpresenttheirsolutionstogetquickfeedbackandbuildupononeanother’sideas

Workshopmodus-operandi▪ Inviteleaders,demandgeneratorscoveringtheindustrylandscape▪ Co-createuserpersonas,userjourneys▪ Co-createsolutionsandidentifyroleofstakeholders

Personas:IdentifyCurrentchallenges

Whydesignthinkingworkshops?

Theworkshopswereconductedafterthevoiceofmarketandethnographyresearchtovalidatethefindings,getadditionalinputsfromexpertsandtoideateonpossiblesolutions

Workshopobjectives

• Understandmotivations,challengesandemotionsofdifferentpersonasidentifiedthroughethnographicresearchandempathizewiththem

• Identifythepainpointsofeachofthesepersonasintheirentrepreneurialjourney

• Finddifferentideastosolvethosepainpoints

• Roleoftheecosystemtomakethosesolutionsareality

70

Gloriahasalwaysbeenpassionateaboutcooking.Shehasdoneafewshortcoursesinbakingandwesterncuisinecookingtofurtherherinterest.Shealwayshearsencouragingwordsaboutstartingoutonherownbutalsohasheardaboutfailedattemptsinthefoodbusinessandhasapprehensions.Shewantstoquitherjobbutwantstobesurebeforeshedoes.Sheislookingforsupporttogethergoing-businessadvise,pricingadviseandthelike.Shespendstimeinlookingatmultiplecookingblogsdreamingofherownbusiness.

27yearsold,recentlymarried,currentlyemployed

EntrepreneurialLandscape DigitalSavviness

BusinessSavviness

Skills

High

High

High

Low

Low

Low

Highbusinessacumen

Lowbusinessacumen

HomeSetup ProfessionalSetup

"…Iamnotsureifitisworththeefforttryingtoscaleupmytrainingclasses,Ihavemoretimeforfamilynow”

“

GloriaTheCapableContemplator

Persona1:FoodSector

▪ Wantstodosomethingindependentinfoodspace.Shewantstofurtherhertalentintoasuccessfulbusiness

▪ Wantstostayclosetoherfamily&aspirestoearnforagoodlifestyleforthem

▪ Shewantstocreateanidentityofherownandinspiredbysomeonealreadyinthefield

▪ Worriesaboutfailurestoriesofothersandapprehensivetostartherown

▪ Shehasdonepreliminaryresearchbuthasn’tbeenabletoconnectwithexpertswhocanhelp

▪ Feelsguiltyaboutthestartingcosts▪ Worriesshewon’tbeabletobalancetimebetween

familyandbusiness▪ Unsureofthedecisionto“quitthejob”

Motivations Challenges

71

ENTREPRENEUR IA LREAL ISAT ION

Realisingthebusinesspossibilitiesofherskills

Scenario

TheCapableContemplator PREL IM INARY

RESEARCHSK IL L S & TRA IN INGS PRODUCT

P I LOTGETT INGSTARTED

Initialconversations,Googlingcourses,readingbusinessblogsandinspirationstories

Findingtheperfectproductofferingwithinthefoodspace

Testingherskillsandproductsonasmallerforgivablescalewithfriends,family&colleagues

Findingthefirstsetofcustomersandsecurerepeatorders

Gloria’sJourney

EmotionalCurve

+

-

SolutionOpportunitySpace

▪ Interactivemarketplacetodiscovercorporatedemand

▪ Supplytolocalmom-and-popbakeries

▪ Small-scaledemandforlearning&experimentation

▪ Curateresourcelibraryforself-help&learning

▪ Masterclassbyexperts

▪ BoostPeer-topeerconnections&learningamongstentrepreneurs

▪ Disseminatesuccessstoriesofentrepreneurs

▪ Accesstobest-of-breed‘curriculum’forknowledgedissemination

▪ Interventionstoboostself-confidence

Resources ▪ Friendsandfamily▪ Society/corporateevents

▪ Friends

Needs/PainPoints

▪ JoinandsecureordersthroughWhatsApp/Facebook/Instagram

▪ WhereelsecanIsellmyproducts▪ HowdoIlistonexistingplatforms

▪ CanIstartbysellingtomyfriendsandneighbors

▪ HowcanIgiveoutsamplestopeopleorlookforexhibitions

▪ JoinandsecureordersthroughWhatsApp/Facebook/Instagram

▪ WherecanIlearnaboutfoodsafetyandhygiene

▪ HowcanIlearntooptimizetheshelflifeofmypackedfood

▪ CanIattendaworkshopthatbuildsmyconfidence

▪ NotsureifIcanpackagebakedfood,cookies,chocolates

▪ Howtooptimizequantitytopreparefororders

▪ Howtopackagefoodfordelivery

▪ Ididn’tknowwhatpossibilitiesarethereformetostartabusiness

▪ Iamnotsurewhatittakestosellmyfoodonline

▪ CanIstartwithwhatIamgoodat?

72

Postherhusband'sdemise,shemovedtoBengalurufromOrissawithherbrother.Tokeepherselfoccupied,shestartedasmallout-of-homecateringservice.Herfoodwasverywellreceivedandwiththehelpofherbrother,shetookitonline.Shenowworriesabouthandlingthescalewhileretainingquality.Sheisaversetotheideaofpartnershipsinceshedoesn'twanttodilutethedecision-makingpowershehasnowasshefeelsthatnobodywillvaluehercompanyasshedoes.Currentlyherbrotherhelpsinherbusiness.

37yearsold,shelivedwithherbrotherandson,currentlyrunsacateringservice

EntrepreneurialLandscape Highbusinessacumen

Lowbusinessacumen

HomeSetup ProfessionalSetup

DigitalSavviness

BusinessSavviness

Skills

High

High

High

Low

Low

Low

AnujaTheStretchedHustler

Persona2:FoodSector

"…IamdoingwellandIreallywantthatpushtogettothenextlevel,IknowI'mready!"

“▪ Lovestheindependencethatherearningsgiveherandwantstosupporthersonandhelphimrealisehisdreams

▪ Shewantstoscaleherbusinesswithoutcompromisingonheroperatingprinciplesandcontrol

▪ Shewantstoacquirenewskills

▪ Sheexpectsmoresocietalencouragementanddoesnottrustcorporatesandorganizations

▪ Findingemployeeswhocareaboutqualityasmuchasshedoes

▪ Wantstohavemoretimeathandforherson▪ Sheisn’tverydigitallyliterateandisfinancially

conservative


73


Realisingthebusinesspossibilitiesofherskills

Scenario

TheStretchedHustler GETT ING

STARTEDF IRST

LEARN INGREF IN INGOFFER INGS

SCAL INGTHE BUS INESS

Initialsetup,promotions,firstcustomers

Product,pricing,marketfit Improvingthevalueproposition

Promotions,optimizingoperations,inspirationfromcompetition

EmotionalCurve

+

-

Anuja’s Journey


▪ Rentedequipment/spacetoreducecost.

▪ Continuoussupplyofrawmaterialwithoutpricefluctuations

▪ Demandgeneratorssupportingwithmenuandpricing

▪ Societyevents,marketplaceincorporatestotesttherecipes

▪ Meetupstodiscussthechallengesandlearnings

▪ Trainingsonperipheralskills

▪ Onlinedemandgeneratorstoprovidespecialpromotionsontheirplatform.

▪ Tieupwithcorporateofficecomplexesespeciallyforpackagedfood

▪ Microfinancetogetstarted

▪ Successstoriesofentrepreneursthroughoffline/onlinechannels

▪ Scaleupideasforinspiration▪ Simplebusinessplanchecklist

Resources ▪ Existingcustomerbase▪ Society/corporateevents

▪ Friendsandfamily▪ TV/Radio▪ Newspaperstories

Needs/PainPoints

▪ Shedoesn’thaveadequatespaceorequipment

▪ Shedoesn’tknowwhatshouldbeinhermenuandhowmuchshouldshesellitfor

▪ Shedoesn’tknowifpeoplewilllikehernewrecipes.Howdoesshecollectfeedback?

▪ Thereisalotoffoodbeingwasted

▪ Shedoesn’tknowhowtopromoteherofferings

▪ Sheisunsureofhowtofindanewsetofcustomersforpackagedfood

▪ Itsgoingwellbutshedoesn’tknowifitspossibletotakeittonextlevel

▪ Shedoesn’tknowwhatitwilltaketoscaleup

▪ Packagedfoodisagoodideabutshehasneverdoneitbefore

74

PushpalivesinIndore.Shehailsfromaverymodestfinancialbackground.Shecurrentlyworksasanofficecleaningstaffandhearsaboutsuccessstoriesofwomenenteringintothefoodcateringbusiness.Sheaspirestostartatiffinserviceforthepeopleinherofficebutdoesn’tknowhowtogetstarted.Shefeelsthatthisisadistantdreammeantforthefortunate.Shehasspokentopeopleinhercirclesbuthasn’treceivedanyencouragementtoventureout.

Pushpa

36years,Marriedwith2YoungKids


Lowbusinessacumen

Homesetup Professionalsetup

DigitalSavviness

BusinessSavviness

Skills

High

High

High

Low

Low

Low

TheAspiringEntrepreneur

Persona3:FoodSector

Thesystemisnotmadeforpeoplelikeme…Ialsohavedreams..howdoIgetstarted?”

“▪ Pushpawantstobreakoutofthefinancialstratathatshebelongsto.Shehastheconfidenceandiswillingtocommittodeliveringqualityfood

▪ Sheexpectsherhusbandandeco-systemtobemoreencouraging&supportiveofheraspirations

▪ Shehasreceivedpositivefeedbackaboutherskillsandisconstantlytryingtofigureouthowtofurtherherpassionsintoaventure

▪ Shefeelsitunfairthattherearen’tavenuesforhertogetstructuredguidance

▪ Thereisanimpressionthatanythingshestartswillbecapitalintensiveandhenceoutofherreach

▪ Shedoesn’tknowhowtoconvincepeopleclosetoherthatshecanriseaswellasanentrepreneur

▪ Shedoubtsifshewillbeabletohavetherightinfrastructuretogetstarted


75


Seesopportunityintheoffice- workersaspotentialcustomersforatiffinservice

Scenario

TheAspiringEntrepreneur PREL IM INARY

RESEARCHSK IL L S & TRA IN INGS PRODUCT

P I LOTGETT INGSTARTED

Shehasinitialconversationswithofficeworkers,herfamilyandfriends;

Shelearnsfrompeerswhoarecooks,getsanunderstandingofthekindoffoodoffice-goerswillprefer,menu,quantityandpricing

Acoupleofwellwishers/bachelorsintheofficetryoutherfoodonatrialbasis,throughsamplers,andshe takesanMFIloantobuysometiffincarriers

Shesecuresthefirstordersattheoffice,andgrowsthroughword-of-mouth,butdoesnotknowhowtoscalebeyondthat

Pushpa’sJourney

EmotionalCurve

+

-


▪ Collectivise asaco-op▪ Organizedthroughanaggregator▪ Microloansandfinanceschemes▪ Specialpoliciestosupportproducts▪ ProvidesupportonareaswhicharehighonCapex(e.g.Kitchenspace)

▪ Marketplaceincorporateofficesandevents

▪ Commonofflineplatformfordemandandsupply

▪ Governmentorganizations,NGOsanddemandaggregatorswillhelpwithessentialtrainingsandlicenses

▪ Trainingsonmenus,maintainingfoodqualityandconsistency

▪ Onlinerepositoryofresourcesmadeavailableoffline,translatedandsimplifiedthroughfacilitators

▪ Mobilizationandhand-holdingbygovt,aggregators

▪ Communityworkshopstodisseminatesuccessstories

▪ Inspirationalstoriesthroughmassmedia

▪ GovtoutreachthroughurbanSHGs

Resources ▪ Governmentandsocialschemes▪ Friendsandfamily▪ Office-workers

▪ Skillinginstitutes▪ TVprograms▪ Friendswhoworkascooks

▪ Colleagues,office-workers▪ Friendsandfamily▪ Cateringservices

▪ Colleagues▪ TV/Radio,Magazines

Needs/PainPoints

▪ Idon’tknowhowtomaintainacontinuousdemandformyfood

▪ Idon’tknowmuchabouttheconsistencyandqualityrequired

▪ Icantaffordhelp,myfamilymaybeabletohelpout

▪ Idon’tknowwheretostart.▪ Idon’tknowifpeoplewilllikemyfood▪ Ihavehesitationinreachingouttopeopletotry

▪ Idon’thavesparemoneyforfreesamplers

▪ Idon’thaveenoughperipheralskills(e.g.safety,hygiene)apartfrommyprimaryskillofcooking.WherecanIlearn?

▪ Idon’tknowmuchaboutthedemand.

▪ Idon’thavetheaccesstoavailableresourcesandschemesfromthegovernmentorothers

▪ Idon’tknowwhatispossibleduetothelackofaccesstosuccessstoriesandrolemodelswhocomefromasimilarbackground

▪ Idon’thavethecourageorconfidence

76

Nehacomesfromamiddle-classfamilythatvalueseducation.Alwaysfondofchildren,shestartedbaby-sittingcousinsandneighborhoodkidsasateenager.Postgraduation,sheworkedinthecorporatesectorforafewyearsbutquittopursuehercallinginthechildcarespace.Afterherweddingshestartedasmallday-careoutofherlivingroom.Currently,shehas9kidsatherday-care.Shefeels,unlessshetakesthenextstepsandstartsapre-schoolshewon’tbeabletogrow,andisunsureofhowsheshoulddoit.

31yearsold,marriedwith2children,supplementingherhouseholdincome


Lowbusinessacumen

Childrenofmiddleandhighincomefamilies

DigitalSavviness

BusinessSavviness

Skills

High

High

High

Low

Low

Low

NehaThePassionateEntrepreneur

Persona1:EducationSector

HowdoIfightofflowqualitycentersmushroomingeverywherewhilecreatingabrandformyselfthatcanbemorethanjustaday-care?IthinkIwillhavetobecomeapre-school…”

“▪ Providinghighqualitychildcaretotheworkingmother

▪ Ensuringholisticdevelopmentforchildrenbetween6monthsto6yrs.

▪ Buildingabrand&identityforherbusiness▪ Wantstoscalebeyondherlivingroomto

amoreprofessionallyruncenter

▪ Fightingmom-n-popdaycaresthatarelowerpricedandofferpoorqualityservice

▪ Convincingparentstopayapremiumforherhighqualityservices

▪ Managingherfinancestofinancethenextone,findingtheidealplaceforthenextoutlet

▪ Screeningcandidatestorunthenext


Childrenofunderprivilegedhomes/bluecollarworkforce

77


Nehawasalwaysdrivenbyherpassionforchildren.Herentrepreneurialdrivekickedinwhenshehadherfirstchild

Scenario

ThePassionateEntrepreneur

PREL IM INARYRESEARCH

SK IL L S& TRA IN INGS

F IND ING HERVALUE

GETT INGSTARTED

Shedoesn’tfindtheanswersthatwillhelphergetstarted,shehassupportbutnoguidance

Sheconnectedwithcoursesonlineanddidashort6monthcoursetogetstarted

Assheranhercenter,shepickedupalotofskillslikesellingherproposition,basicaccountingamongstothers

Sheraisescapitalfromfriends&familytogetstartedfromherlivingroom.Shehiresafewmaidstoassist

EmotionalCurve

+

-

Neha’sJourney


▪ Micro-financingproductsdesignedforher

▪ Dos&Don'tsofthefranchisemodel▪ Businessskillprogramsthatdemystify

entrepreneurship

▪ Regulationsthatprovideguidelines,toaddresslowqualitymom&popcenters

▪ Connectinghertoexpertslikecurriculum,marketing&salesthathelpbuildherbrand

▪ AccreditedTrainingandskillingprogramsthathelpherupskillandmakeherrelevanttotheindustry

▪ Trainingdesignedaroundherlife,scheduleandfinances

▪ Clearcommunicationofcertificationsthatwillhelphercreatethebrandandservicepromise

▪ Templatesforbusinessthatcanhelphergetstarted

▪ CommunityCentersthatempowerwomenforentrepreneurship

▪ Networkingopportunitieswithothersuccessfulwomeninthisspace

Needs/PainPoints

▪ Thenewplanneedsfinanceandthatishardtocomebyforherprofile,sheishesitanttotakedebt

▪ Thereisaneedformoreteachers&helpwhoaren’teasytofind&qualityonesdon’tfitintoherestimations

▪ Fromthefeedback&encouragementfromhercustomerssherealizesthatthisbusinesshaspotentialandsodoesshe

▪ Shenowstartspenningdownalarger&longtermplan

▪ It’sdifficulttofindcoursesthatwillhelpherdoagreatjob,

▪ Howwillsheputtogetherthecurriculum&servicesthathercenterwilloffer

▪ Howwillshetrainhermaids&helptoensurequalityservice

▪ Shehasnoonetolearnfrom- shestartscheckingonlineforthetypesofdaycaresthatexist,readingonbest-in-class,dosanddon’ts

▪ Sheneedstounderstandprice,firstcustomers,babyproofing,maidstohelp

▪ Afterherbaby,shefindsitdifficulttogobacktoworksincetherearen’tanygoodday-caresaround.Shefindsalotofwomenlikeherlookingforqualitycenters

▪ Shedecidestostartoneherself&nowwantstoknowwhatwillittake?

Resources ▪ Innerdrivetoimprovesociety

▪ Friends&family▪ Shorttermloan

▪ Onjobtraining▪ Externalcourses

78

Geetacomesfromamiddle-classfamilyinMumbai.GraduatedfromTISSwithafocustoworkforunderprivilegedchildren.ShevolunteeredwiththeGovt.ICDSprograminPune.ShehastakentheICDScharterandisimplementingitthewayitideallyshouldbe.Shenowhasover50childrenthatsheistakingcareof.Thesearechildrenofday-wageandotherblue-collarparents.Mostpayanominalfeebetween100to500rupeespermonthandsomearenotcharged.Shewantstoscalebutisfindingitdifficulttostayafloat.

32yearsold,marriedwith2children,supplementingherhouseholdincome


Lowbusinessacumen

Childrenofunderprivilegedhomes/bluecollarworkforce

Childrenofmiddleandhighincomefamilies

DigitalSavviness

BusinessSavviness

Skills

High

High

High

Low

Low

Low

Geeta


IhatethestressofhowamIgoingtopullthroughthenextfewmonths.It’ssodifficulttofindpeople&organizationsmotivatedtohelpthiscause…theyexistbutarefarandfew”

“▪ Ensuringholisticdevelopmentforunderprivilegedchildren:nutrition,education,health&wellness

▪ Campaigningforimprovingtheconditionofchildreninourcountrybytouching&improvingasmanychildren’slives

▪ Empowering&encouragingwomentoworkinthisspace

▪ Findingausableplacethatisfree/cheap▪ Findingwomen(sevikas)motivatedenoughtodothisat

nominalpay▪ Raisingfinanceonacontinuousbasistomeetrunning

costs▪ Convincingday-wagelaborstocontinuecareathome–

andsendthechildrenregularly▪ Ensuringanutritiousdailydietforthechildren



79


Geetahasalwaysbeensociallymotivated,wantingtoworkfortheunderprivilegedsinceshewasincollege

Scenario




F IND ING HERVALUE

GETT INGSTARTED

Shehasbeenvolunteeringateverychanceshegets– athercollege,inhersociety,athomewithvariousagencies

Shehaspickedupmostofherinformation,skills,inspirationsvolunteeringwithICDS&others.She’sECCcertifiedprofessional

Openingherfirstcenterandworkingwiththefirst20childreniswhatcementedherpassionandmadeherunderstandhervalue&skills

Sheraisescapitalfromfriends,family&CSRbudgetsofcorporates.Shegetsstartedinagaragecloseby

EmotionalCurve

+

-

Geeta’sJourney


▪ PlatformtosynchronizeCSRbudgetsthatcanhelpGeetasustain&scale

▪ Acreditsystemthatencouragespeopletoworkinthesocialsector

▪ Thegovt.couldhelpsocialentrepreneursbyprovidingsubsidiesforrealestate,procurementandotheroperationalneeds

▪ Govt.skillingprogramsthathelpexecutetheobjectivesaccurately

▪ Trainingscouldbemadefree/subsidized

▪ Communityplatformthatconnectsentrepreneursfromvarioussocialinitiativessothattheycanleverageservices– likecateringforaaganwadis orvolunteer-teachingbycollegeseniors

▪ Socialimpactrelatedcoursescouldteachentrepreneurship,toencouragepeopleinthisspace

▪ Platformstoshowcasegreatworkwillattracttalenttoworkfortheunderprivileged

Needs/PainPoints

▪ Therearemomentsofdelightwhenfundingcomesthrough,whennewvolunteersjoin

▪ Meetingotherentrepreneursinthisspaceisencouraging,butchallengesstillremain

▪ Thereareseveraluniquechallengesinengagingwithchildrenandfamiliesinthisbackground

▪ Everydayoperationsdemotivateherasitistoughtomakeendsmeetfinancially

▪ Findingcommittedhelpersistough,shehashighchurn

▪ Sheistornbetweenraisingfinances&runninghercenter

▪ Geetatriestoequipherselfwithalltheknowledgeandapproachesmanycorporatesforthingslikespace,activities,donationsfordietprogramsandisconfidentofdeliveringqualityservice

▪ HernetworkatTISShashelpedheridentifythewayforward,butitisverybroken&fragmentedinmanyways

▪ Therearen’tenoughpeopleinthesystemtoexecuteplansthewaytheyshouldbe

▪ Geetaisverymovedbythecare,health&nutritionneedsofunderprivilegedchildren

▪ ShewasverymotivatedafterherdegreeatTISSandhasalotofideasabouthowtomeetthoseneeds

Resources ▪ Innerdrivetomakeanimpact ▪ Friends&family▪ Shorttermloan

▪ Volunteering▪ Externalcourses

80

PayalhailsfromamiddleclassfamilyfromasmalltowninAssam.Shedidn’tcompletehereducationafterthe12thgradeandranawayfromhometofindherownidentity.Shefoundherpassioninbeauty,glamourandwellness.Recognizingtheeasiestpointofentry,shejoinalocalbeautyparlourasacleaner.Shegotmarriedearlyandhadachildat22.Shestoppedworkingtodoa6monthbeautycoursetobecomeastylist,eventuallybecomingaleadstylistatanationalsalonbrand.She’sbeenanentrepreneurfor10years.

30yearsold,marriedwithachild,primarybread-winnerofthefamily


Lowbusinessacumen

EntryLevelSkills ProfessionalStylist

DigitalSavviness

BusinessSavviness

Skills

High

High

High

Low

Low

Low

PayalThePerseveringEntrepreneur


EverywhereIwent,thefirstquestionwas– howeducatedareyou?CanyouspeakinEnglish?Theonlyquestiontheladyatthebeautyparlouraskedmewas– whencanIstart?”

“▪ Selfworth&standingoutinsociety▪ Aspiringlifestyleforselfandfamilyby

supplementingthehouseholdincome▪ Freedomfromeconomicdependencyonher

husband▪ Goodeducationforherchildren▪ Becomearecognizablebrandinthebeautyspace

▪ Upskillingherselfamidstpoor-qualitytraininginstitutes▪ Findingdependableemployees

&retainingthembeyond12months▪ Findingnewcustomers▪ Managingherexpenses&creditors▪ Cross-sellingbeautyproductsthatshestocksonher

shelves


81

Payal’s Journey


Payalpickedupherskillsonthejobandhasseenstylistsearnalotofmoneyintips&commissions

Scenario

ThePerseveringEntrepreneur



F IND ING HERVALUE

GETT INGSTARTED

Talkingtohercolleaguesshelearnsthatshecanmakealotofmoneybyupskillingherself

Sheseescoursesonline,sheasksherseniorsforrecommendations,alsoapproachessalonchains

Shelearnsonthefloor,shadowingseniorsandpracticingeveryopportunityshegetstoshowcasevalue

Sheraisescapitalfromfriends,family&customerstogetstartedonherdreamofowningaparlour

EmotionalCurve

+

-


▪ Micro-financingproductsdesignedforher

▪ Businessskillprogramsthatdemystifyentrepreneurship

▪ Experiencebasedtrainingsthathelphershowcaseherskillsandcommandacommensuratevalue

▪ Connectinghertoexpertsandjobopportunities

▪ AccreditedTrainingandskillingprogramsthathelpherupskillandmakeherselfrelevanttotheindustry

▪ Trainingdesignedaroundherlife,scheduleandfinances

▪ Easilyunderstoodpoliciesandprogramsthathelpherplanandstructureherfuture

▪ Asupportiveimmediatenetworkgroomedthroughsocialmessaging

▪ CommunityCentersthatempowerwomentotakeupentrepreneurship

▪ Like-mindedpeergroupmeet-ups▪ Successstorymeet-ups

Needs/PainPoints

▪ Itwasdifficulttoraisefundssincethisisacapitalintensiveventure

▪ Managingcreditorexpectationsaretough

▪ Payaldoubtsherbusinessskillsandfearsfailure

▪ Sherealizesthatshehasskillsbecauseofthepeer&clientfeedback

▪ Shestartstomakealotmoremoneynowthatsheisastylist

▪ Shelooksforwardtogrowing

▪ Shestrugglestoworkandlearntogether,shewouldhavetostopworkingtopickuporsharpenherskills

▪ Sheisworriedaboutthemoneyshewillneedtodoaformaltraining

▪ Shespeakstoseniorsandpeerswhoencouragehertochaseherpassions

▪ Sheapproachesotherexperts&professionalsintheindustrytolearnmoreaboutthetrade&trends

▪ Shefindsherpassioninbeauty,anindustrythatwelcomedherwithoutjudgementofeducationorsocio-economicbackground

▪ Shehearssuccessstoriesofwomenfromsimilarbackgroundsmakingitbiginbeauty&wellness

Resources ▪ Colleagues&Seniors▪ Onthejobobservations

▪ Friends&family▪ Regularcustomers

▪ Onjobtraining▪ Externalcourses

82

Contents


▪ VoiceofMarket

– Foodsector

– Educationsector


– Foodsector

– Educationsector

▪ Workshops

▪ Interventions


83

Insummary,11interventionsemergeforwomenME(1/2)Topinterventions

Financialandbusinessmodelsupport

Entrepre-neurialskills&mindsets

1. Disseminatesuccessstoriesofentrepreneurswithrelatablepersonas(overallperceptionthatfailurestoriesspreadfaster)e.g.networkingsessionswithsuccessfulhomechefsfromFoodyBuddy,localinspirationalstoriesonmassmedia.Cultivateintoamentorshipchannel forindividualsupport

1. Accesstobest-of-breed‘curriculum’forknowledgedisseminatione.g.Swiggyonhowtocookconsistentlyatscale,Klayonbestpracticesforchild-care,AkshayaPatraonnutritionfordaycares,onlinecoursebyUdemyonself-confidence.Leveragepartners/ecosystemtokeepthisknowledgecurrentandwell-curated

‒ Curateresourcelibraryforself-help&learninge.g.bulletcheck-listonhowtogetday-careaccredited,listoflicensingrequirementsformakingpackagedfoodsetc..

‒ Hand-holding andhightouchmodelthroughfacilitationbygovernmentornon-profits

1. BoostPeer-topeerconnections&learningamongstentrepreneurs(mostwerebroughtinthroughfriends&family)throughchannelizedgroupdiscussions.Crucialforimpartingsensitive/trust-ledlearningse.g.high-earningpotentialinbeautyspace

5. Enableentrepreneursbuildclearbusinessplans basisneeds&aspirationse.g.deAsraencouragingbeautyentrepreneurstodoalocalmarketsurveytoassesspricing

‒ Increaseawareness onbusinessmodeloptions&prosandconse.g.beautyexperthaschoiceofbeautysalonvs.skillingvs.Urbanclap

5. Unbundle components(esp.areasofhighCAPEX)forbetteruniteconomicsofentrepreneure.g.‘WeCook’forchefstoaccessbetterequipment,‘WeSpace’forgovt.schoolspaceforlow-costday-cares

2

3

1

5

4

INTERVENTIONS NEEDED

Organizations named are indicative and not an endorsement

84

Insummary,11interventionsemergeforwomenME(2/2)Topinterventions

Demand&marketlinkages


5. Connectwithandchampionforvalue-chainstakeholders neededforsuccessfulbusinesse.g.demandaggregatorstosignupentrepreneurs,packagingconsultantsforhome-basedsnacks,networkingsessionswithemployeesfromnearbyinstitutes,workshopswithrepresentativesfromfoodcircle,marketingandsalesexperts

1. Facilitateaccesstosmall-scaledemandforlearning&experimentatione.g.pop-upkitchensinhousingsocietiesforhomechefs,home-basedskillingforbeauty

5. Unlockanddemystifygovt.support forentrepreneurshipe.g.navigatingtheMudraloansprocesswhichisperceivedcomplex,securingNSDCsupportforbeautyskillinginstitutes

‒ Drivegroupdiscussionsonpolicychanges e.g.govt.supportforaffordableday-care(similartoaffordableprivateschools),emphasizingentrepreneurshipcontentintheNSDCcurriculum,certificationsandregulations forday-care,customizedfinancialproducts,marketplaces (offline,online)andunifyingbrand,demandaggregation forgroup-ledmicro-enterprises

1. Establishinteractivemarketplacetodiscovercorporatedemandandtoaugmentinteractionswithdemandgeneratorsforcommonunderstandingofneedse.g.Swiggyonwhatcuisinetheyneedpreparedinthemicro-market

1. Buildanefficient‘registry’ofentrepreneurs&subsequentclearinghouse oflocalsupplyanddemande.g.mom-and-popbakeriesneedinglocalhome-basedchefs,localcorporatedemandincafeterias

8

9

6

11

10


5. Co-operativemodels forentrepreneurswhogainfromworkingasagroupeg:homepreneurswhoneedflexi-timecanbandtogethertoensureproduction/serviceconsistency,SHGmemberswhoaremobilizedandsupportedbythegovernmentandcanavailofgrouploans

7


85

How11interventionsplayoutinfoodsector(1/3)

Interventions Whatcanbedone

▪ Boostpeer-to-peerconnections&learningamongstentrepreneurs

▪ OfflineCommunitycenters willprovideaplatformforentrepreneurstomeetupanddiscuss.▪ Onlineplatforms likeFacebook,MicrosoftKaizala,Whatsapp,willbeleveragedtocreateonline

supportgroupstoconnectanddiscusschallengesandinterventionse.g.WhatsAppgroupstoconnectentrepreneurshyper-locally,Facebookcommunitieslike#ShemeansbusinesstostartachapterinBangalore

1

▪ Disseminatesuccessstories ▪ Successfulentrepreneursthrivingindifferentoperationalformatswillbeidentifiedandinvitedtosharetheirstories,bestpracticesandtipstoencourageexploringentrepreneurs

▪ e.g.TEDxplatformtoconducttalks&eventstosharesuccessstories

2

▪ Provideaccesstobest-of-breed‘curriculum’forknowledgedissemination

▪ Emphasiswillbeplacedonpedagogyandcontent thatbuildsself-confidence amongstwomentothinkbigandincreasetheirriskappetite

▪ Marketplaces likeSwiggy&Zomatowillconductprograms suchas- howtocookconsistentlyatscale,howtooptimizeproductioncosts.

▪ Otherexpert-ledlocalinstitutes willalsoundertakesessionsonprimaryandperipheryskillse.g.Expertstoconduct“Cook&Bakewith…”toskillentrepreneursinfoodhygiene,foodquality,preservationtechniquesandpackaging▪ Not-for-profitsandGovernment canprovidehand-holdingandfacilitationofcurriculum,integration

intoskillingcentersandSHGinteractions

3

NON-EXHAUSTIVE

Entrepren-eurialskills&mindsets



86



▪ Enableentrepreneursbuildclearbusinessplans

• Businessplantemplates willbemadeavailabletotheentrepreneursviaDeAsra.• Communitycenterswillhostsessionsbyexpertsonpricing,operationoptimization,brandingand

businessdevelopment

4

▪ Unbundlecomponentsforbetteruniteconomicsforentrepreneur

LeveragingtheexpertisefrompartnerslikeSwiggy,Zomato&BigBasket,uniteconomicsfordifferentformatswillbetemplatized forentrepreneurstoleveragee.g.helpwomencreatebusinessaccountsacrossthevaluechaintousestandard,subsidizedrates.StandardizedrawmaterialcostsforhomecookedmealsorpackagedsnacksfromBigBasket

5

▪ Unlockanddemystifygovt.supportforentrepreneurship&drivepolicychanges

▪ Acollectiveofexpertsfrombigboxplayers,marketplaces,successfulentrepreneurswillsimplifythecommunication aroundgovt.finance,infrastructure,skillingpoliciesthatsupportwomenentrepreneurship.Whererequired,thiscollectivewillworkcloselywithgovt.bodies toinfluence,guide&evolvethesepolicies

▪ SupportforFoodsector(processing,snacks,meals) canbeadvocatedandinitiatedbyrelevantdepartments,inpartnershipwithAlliancemembersforvalue-chainrepresentation– processingparks,marketplace (offline,online)underanumbrellabrand,demandaggregation anddevelopmentofgroup-ledmicro-enterprises(eg Kudumbashree Kitchen inKerela),etc

6

NON-EXHAUSTIVE



5. Co-operative/groupmodelsforentrepreneurswhogainfromworkingasagroup

7 ▪ Demandaggregatorseg Swiggy canassistwiththesetupofco-operativesofhome-basedchefs inalocality,ensuringregularsupply

▪ Non-profitseg AgaKhanDevelopmentNetworksetupZaika-e-Nizamuddin- aselfhelpgroupcomprisingofthemothersofHazrat NizamuddinBastiwhooffercatering,home-deliveryetc.

▪ Availotherbenefitseg accesstogrouploansOrganizations named are indicative and not an endorsement

87



▪ Facilitateaccesstosmall-scaledemand(orcorporatedemand)forlearning&experimentation&helpentrepreneursfindtheirvalueproposition

▪ Partnerwithtop100brandsforfairsandsmall-scaleevents thatwillhelpidentifytrends,opportunityareas– customerneeds&possibleclients.

▪ Smallscaleeventsinresidentialcomplexes,corporateofficecomplexes,largeinstitutionsormanufacturingunitswillbeapproachedtopilotproductofferings(flavors,quantity)pricepoints&otheraspectsofthefoodbusiness.

▪ Successfulpilotscanthenbe scaledtoSLAsthatwouldbeservedbyacollectiveorindividualentrepreneurs.Thiswillhelpnewentrepreneursfindtheirgroundfasterandexploringentrepreneursstabilizeandgrowingentrepreneursscale

e.g.AplacewhereSwiggycanmeetpotentialhomechefs,localbakeriescanconnectwithHomebakers,eventmanagersandcorporatescanconnectwithcaterers

9

▪ Buildanefficient‘registry’ofentrepreneurs&subsequentclearinghouseoflocalsupplyanddemand

▪ Alongwithbeinganetworkingplace,communitycenterswillalsotracktheprogress oftheassociatedentrepreneurs.

▪ Through‘localchampions’,thecenterswillmaintainthemostrecent&validateddirectory ofsuppliers&vendorstohelpentrepreneursgetallsolutionsunderoneroof

11

NON-EXHAUSTIVE



5. Connectwithandchampionforvalue-chainstakeholders

8

1. Establishinteractivemarketplacetodiscovercorporatedemand

10

▪ Aggregators canbechampionedfor/formedtobridgesmallerentrepreneurstolargerplayerslikeSwiggy,etc;Connectionsmadewithentrepreneursofferingpackaging,marketing,accesstodistributionnetworks,logistics;Retailers,corporatescanberopedintopromotenicheIndianflavours

▪ Atechplatform bygovernmentorfor-profitstartups/techgiants,tofacilitateB2Binteractions forthefoodindustry,betweensmall-scalesuppliersanddemandgenerators,showcasingacommonunderstandingofneedse.g.Swiggy onwhatcuisinetheyneedpreparedinthemicro-market


88

§ Anonlinecompetitiveaggregatorplatformtoharnessmarketpotential,byKeralaStateGovt.§ Currentlyintrial,generatinglivelihoodfor>100womenin20Microenterprises§ Supplyofunadulterated,qualityfoodtoconsumers§ Amodelforemulationinotherdistricts&restofIndia

Consumers

Swiggy +Zomato

Kitchen

Micro-Enterprise

Micro-Enterprise

Kitchen

Micro-Enterprise

Micro-Enterprise

CaseStudy:Kudumbashree Kitchen

KeralaStatePovertyEradicationMission,launched1998bytheKerela StateGovernment withtheactivesupportofGovernmentofIndiaandNABARD.43lakhwomen areorganisedinto2.7lakhNeighbourhoodGroups,operatinginMicrofinance,Microenterprises,SocialDevelopmentandpartnerinNULM,NRLMandDDUGKY

AboutKudumbashree

>20,000microenterprises|>150Kudumbashree Café|>1KCateringserviceunits.Cateringserviceunitsstruggleddueto1)Lackofaccesstourbanmarkets 2)Lackofmarketingskills3)Lackofonlinemarketopportunities4)Inabilitytoscale

Micro-EnterpriseCateringunitswerestruggling

AconceptdevelopedbyKudumbashree FacilityManagementCentre,thisisaplatformthataggregateshome-based-cateringmicroenterprisestooperateprofitablyatscale,offeringbothonlineandofflineoperations(initialfunding:AmericanIndiaFoundation)

Thesolution:Demandaggregation

AuthenticKeralaCuisine(Naadan Bhakshanam)|Distributedinorganicpackages|Homelyfoodwithnoartificialcontent|Lowerpricesasthereisnolargeinvestment

USPtoConsumers

Kudumbashree Kitchen

89

AdditionalConsiderations:FoodSector

• Thecategoryofhome-cookedmealsneedstobedistinguishablefromrestaurant-sourcedmeals,evangelizedandbuilt

• Buildingtrustwithconsumersisparamount– thisrequirespayingattentiontoquality,consistencyandhygiene

• ConsumerscareaboutTaste– entrepreneursshouldoffervarietyandgobeyondtiffin-likeservices

• Entrepreneursneedtobeequippedwithresourcesonquality,hygiene,useofindustrial-gradeequipmentforefficiencies,standardizedrecipes

• Evaluatetheoptionofgivingentrepreneursaccesstoasafe,hygienic,moderncentre thattakescareofsecondaryactivities,wherewomencanfocusoncookinghealthymeals

• Aggregatorsneedtobuildaneffectivebusinessmodeltoensuregrowthandmarginsashome-cookedmealshavealowerpricepointcomparedtorestaurants;establishanetworkandhyperlocalsupply

Whatcanbedonetoovercomechallengesandentrybarriers

Home-cookedmeals

PackagedFoods

• Buildingtrustandreputationisapriority

• Foronline/e-commercemarkets,focusonbrandandmodern,attractivepackaging,auniquepositioning

• Newproductscanmaketheirentryintoofflineretailthroughhyperlocalretailers,cafes,bakeries;builddemandtoensurethat theproductmovesfastinkirana stores

• Entryintolarge-formatretailoutletswillrequirecapitalduetocompetitionwithestablishedbrands(~40%margins),highlistingfees,marketingspends

90

How11interventionsplayoutinpreschool&daycaresector(1/3)

Interventions


Whatcanbedone


▪ Weeklygroupdiscussionsofmembersonchallengesinsetting-up&runningpreschool&daycarecentersandhowtoovercomethem(e.g.meetingregulatoryrequirements,issuesinfindingrightmanpower,accesstofunding,customeracquisition,pricing,branding&marketing)

▪ Onlineplatforms likeFacebook,MicrosoftKaizala,Whatsapp,tocreateonlinesupportgroupstoconnectanddiscusschallengesandinterventions

e.g.WhatsAppgroupstoconnectentrepreneurshyper-locally,Facebookcommunitieslike#Shemeansbusiness tostartachapterinBangalore

1

▪ Disseminatesuccessstories ▪ Periodicinteractivesessionswithsuccessfulfoundersof:– Largechainofpreschools/daycares– Independentpreschools&daycares– Socialenterprisesofferingpreschools/daycares

▪ Inspirationalstoriescirculatedwithinteachers’forums toencourageentrepreneurship

2


▪ Emphasisonpedagogyandcontent thatbuildsself-confidence amongstwomentothinkbigandincreasetheirriskappetite(e.g.onlinecoursebyUdemyonself-confidence)

▪ Organizemonthlyinformativesessionsfromindustryexperts,successfulentrepreneurs(e.g.Klay),otherstakeholders(e.g.AkshayaPatra)toprovideknowledgeonspecifictopics(e.g.bestpracticesforchild-care,howtogetday-careaccredited,nutritionfordaycares)

▪ Provideregularonlinecourse/videosessionsbyexperts ontopicstohelpnurturesoftskills▪ Not-for-profitsandGovernment toprovidehand-holdingandfacilitationofcurriculumand

standards,informationoncompliances,relevantskillingcoursesatNSDC centres andcertifications,entrepreneurshipskillsatskillingcenters

3

NON-EXHAUSTIVE



91




▪ Organizeperiodiccounselling/mentoringsessionswithindustryadvisors(e.g.sessionwithrepresentativefromSylvant Advisorstodraftbusinessstrategy)

▪ Businesstemplates forsmallday-caresetupscanbemadeavailable,withcuratedlistoflocallyrelevantpartnerseg corporates,curriculum-providers,franchisers

4


▪ Identifyandhelpentrepreneursfindcost-effectivespaceproviders(e.g.governmentschoolspace)toset-upaffordable/low-costpreschool/daycarecenters

▪ Builders’associationstomakecommonspaceatapartmentcomplexes availabletogroupofmotherstorunday-care/pre-school– forchildrenofallincomesegments(eg residents,staff)thoughbothprofit-makingandnon-profitapproaches

5


▪ Navigateregulatoryenvironmenttoset-upgoverningpoliciesforpreschool/daycare(e.g.credibilityrequirementsofpersonoperatingapreschool/daycarecenter)

▪ Drivediscussiononpolicychangestoinvokegovernmentsupportforsetting-upaffordableday-care(similartoAPS)

▪ Promotionandincentivepackage tostimulateandsupporttheday-careindustry,speciallyincitieswithlargerin-migrationandwhite-collaremploymentopportunitiesforwomen

6

NON-EXHAUSTIVE




7 ▪ Mothersandhome-makerscanbandtogethertoformco-operativesofday-care/pre-schoolinalocalityorcomplex,ensuringflexi-workinghours;supportedbybuilders’associations,non-profits.


92



▪ Facilitateaccesstosmall-scaledemandforlearning&experimentation&helpentrepreneursfindtheirvalueproposition

▪ Helpmatchmakeparentswithoccasionalandshort-term (hourly,daily)creche/babysittingneeds,withwomenintheneighbourhood whocanprovidetheservice

▪ Supportwomeninofferingshortcoursesandcampsduringsummer/Dussehraholidays acrossacademiaandextra-curricularactivities,tobuildaclienteleandgetexperiencetohelpthemtransitiontoamorepermanentbusiness

9


▪ Maintainrepositoryofentrepreneurswillingtoset-upfranchisees ofestablishedpreschool/daycareandconnectthemtodemandside ofKidzee/Eurokids,orwithotherentrepreneurslookingtoscale-upthroughfranchiseeroute

11

NON-EXHAUSTIVE


Discoveryofcorporatedemandandaugmentinteractionswithdemandgeneratorstohavecommonunderstandingofneeds

10 • ProvideinformationonwhatKidzee/Eurokidsexpectsfromfranchisees• Providecounselling&liaisinghelpforsmallday-carestoscaletheirofferingtocorporates• Setupassociations ofday-careproviderswhocannetworkwithcorporates• Establishplatformfornetworkingwithschools


Connectwithandchampionforvalue-chainstakeholdersandnetwork

▪ ConnectentrepreneurswithaccreditationorganizationslikeCENTAtohelpunderstandrequirementsandassessteachercompetencies

▪ Connect withcurriculumproviders,marketingandbrandingexperts,franchisers,largebuilderslookingforon-sitesetupsatcomplexes/sites,non-profitsworkingwithlow-incomefamilies

▪ CorporateswithCSRgrants availableforday-careandpre-schoolforblue-collarworkers▪ Connectwithchild-careandschoolassociations forstandards,tieupsonadmissions,curriculum,etc

8


93

How11interventionsplayoutintechnical&vocationaleducationtrainingsector(1/3)

Interventions



1

▪ Disseminatesuccessstories2


Whatcanbedone

▪ Weeklygroupdiscussionsofmembers onchallengesinsetting-up&runningparlorcumtraininginstitutes andhowtoovercomethem(e.g.addressingattrition,curatingcurriculum,acquiringtrainees,pricing,branding&marketing,helpingtrainedstudentstogetstarted)

▪ Onlineplatforms likeFacebook,MicrosoftKaizala,Whatsapp,tocreateonlinesupportgroupstoconnectanddiscusschallengesandinterventions

e.g.WhatsAppgroups,Facebookcommunitieslike#Shemeansbusiness tostartachapterinthecity

▪ Periodicinteractivesessionswithsuccessfulentrepreneurs:– SmallentrepreneurstrainedinskillinginstitutesrunbyPrathametc.– Foundersoflargebrandedtraininginstitutes(e.g.LTAforbeauty)– FoundersofbrandedcaptivetrainingcumsalonchainlikeYLGetc.

▪ Localinspirationalstoriesonmassmedia

▪ Emphasiswillbeplacedonpedagogyandcontent thatbuildsself-confidence amongstwomentothinkbigandincreasetheirriskappetite

▪ Organizemonthlyinformativesessionsfromindustryexperts (e.g.founderofYLG),otherstakeholders(e.g.Pratham)toprovideknowledgeonspecifictopics(e.g.customerrelationshipmanagement,traineemobilization,accreditation&internationalstandardsofbeauty&wellnesstraining)

3

NON-EXHAUSTIVE



94


Interventions


Whatcanbedone


4 ▪ Organizeperiodiccounselling/mentoringsessions withindustryadvisors(e.g.sessionwithrepresentativefromSkillPlantosharpenoverallbusinessplans)

▪ Businesstemplates forsmallsetupscanbemadeavailable,withcuratedlistoflocallyrelevantpartnerseg inputsuppliersfortraining,beautyproductmanufacturersforcross-sellopportunities,weddingorganisers,franchisers,curriculumproviders

NON-EXHAUSTIVE


5 ▪ Identify,educateandhelpentrepreneursleveragecost-effectivemodels likestaffingmodel▪ EvaluateRent-a-chairmodel forentrepreneurstobringtheirownproductsandcustomers


6 ▪ LiaisewithNSDC toprovidesupportforentrepreneursintermsofstandardizationandaccreditationwithskilldevelopmentcouncil

▪ Navigatepolicychange toincludetraininginentrepreneurshipaspartofNSDCcurriculum▪ Mobilisation oftraineesfromNSDC’sskillingcentres▪ Evaluateincentivisation throughapprenticeship scheme



7 ▪ Womencanbandtogethertoformco-operativesforsettingupsalon-and-traininginstitutesinbeautyandwellness,meetingtheirneedforflexi-workinghours,andcomplementingeachothers’specialisations tooffercomprehensivesalonandtrainingservices

▪ Availotherbenefitseg accesstogrouploans


95


Interventions


▪ Facilitateaccesstosmall-scaledemandforlearning&experimentation

9

Whatcanbedone

▪ Helpset-uphome-basedbeautyskillinginstitute onatrialbasisbyconnectingtolocalizeddemandpool(e.g.medium-sizedsalonsinthevicinity)

▪ Discoveryofcorporatedemandandaugmentinteractionswithdemandgeneratorstohavecommonunderstandingofneeds

10 ▪ Facilitateinteractivesessions withindustryleaderslikeLakme andUrbanClaptohelpunderstandindustryrequirementsformicro-markettrainers,andcuratetrainingcurriculumforrelevance


▪ Maintainrepositoryofentrepreneurs offeringtraininginbeauty&wellnessandconnectthemtodemandsideoforganizedsalonslikeYLG,Naturalsetc.

11

NON-EXHAUSTIVE


Connectwithandchampionforvalue-chainstakeholdersandnetwork

8 ▪ ConnectentrepreneurswithNSDC/skillingconsultants onrequirementsfromskillingcentersforsupportandtalent

▪ Bringinfinancialinstitutions toestablishloanpackagefortrainees▪ Connectwithfranchiserstounderstanddemandandbuildapipelineforgraduates,Entrepreneurship

developmentorganisations,non-profitsandgovernmenttosupporttrainees,CurriculumproviderssuchasAptech

▪ Connectwithorganisations seekingtrainedservicepartnerseg UrbanClap


96

AdditionalConsiderations:EducationSector

• Day-careneedstobeevangelizedasaviableanddignifiedprofession

• Thereisaneedtoeducate themarkettoprofessionalday-careasanalternativetoexistingmethods(family,domestichelp);andtoalleviatethesocialstigmaofusingprofessionalday-care

• Newbusinessesneedtofocusonsolvingfortheprimarydecisiondriversofprice,proximity,qualityandsafety

Whatcanbedonetoovercomechallengesandentrybarriers

Day-care/Preschool

TVET(beauty&wellnessentrepre-neurship)

• Layemphasisontalentmanagementandmaintainingquality

• Franchiserslookforthosewithpeoplemanagement,leadershipandbusinessskills,henceallareimportant

• Qualityofeducationimpartedmakesahugedifference:therearecertainminimumstandardstobemet,whichwillbeadifferentiatorcomparedwithmanyexistingoptions

• NSDCcompliancewillhelpwithscaling

97

Conclusion&Acknowledgements

Indiacurrentlyranks121st of131countriesinfemalelabour forceparticipation*.Itisimperativetoaddressthisinmissionmode,tofindapathtobringbackthemissingwomenintheworkforce,asthecountrybecomesmoreindustrialised.

Wesetouttolookintowhichsectorscouldoffermassentrepreneurshipopportunitiestourbanwomen(specificallythosewith somehome-careresponsibilitiesbuteagertogenerateanincome)andhowcouldthoseopportunitiesbebestunlocked.WefoundthattheFoodand Educationsectorsprovidedthehighesteconomicpotentialatscale,easy-to-startbusinessmodelsat/nearhome,andhadlargernumbersofemployed andenterpriseownersformingareadytalentbase.

Withinthese,certainsub-sectorscanbecatalyzedthrougharangeofinterventionsthatrequirebothhigh-touchphysical(eg:community-centers)aswellasdigitaldeliverymodes.Marketsensitivityandrelevanceiscrucialforthesustainedsuccessofwomen-ownedbusinesses,andthiscanbeachievedthroughearlyengagementandclosepartnershipswithdemand-sideplayers:corporates,industryassociations,demandaggregators,etc.It willrequireco-ordinationandactiveengagementinthepartofallplayerstobringeffortsofgovernmentandnon-profitentitiesinlinewithbusinessexpectationsoffor-profitenterprises.

Thisstudyandreportwouldnothavebeenpossiblewithoutthesupportofseveralindividualsandorganisations;ourwell-wishers,advisors,partners,experts,industryplayers,whogavesogenerouslyoftheirtimeandexpertise.Weareextremelygratefulto:

• Thecommittedresearchteamthatworkedonthevariouselementsofthereport• AllthosewhograciouslyacceptedandparticipatedintheFoodandEducationsectorsolutioningworkshops(alistisgivenin thefollowingslides)• Industryexpertswhoprovidedvaluableinsightsandrecommendations• TheleadershipteamatFacebookandGAMEfortheirguidanceandresourcesthatmadethestudypossible.

- GAMEResearch

SOURCE: World bank data for 2018

98

IndustryleadersattheFoodsectorworkshopCategory Perspectives

Foodmerchandisers

▪ Whitespacesandpotentialforartisanal/home-madefoodproducts

SeshuKumarHead- Buying&Merchandising–BigBasket

HrishikeshThakurCoordinator– CaféKudumbashreeGovtofKerela SRLM

Experts/enablers

▪ Specialists- marketinsightsonbusinessoperationse.g.quality,licenses,packaging

▪ VentureCapital– feasibility/scalabilityofideas(uniteconomicsperspective)

AjayMacadenED– Nielsen

PradnyaGodboleCEO– deAsraFoundation

SrinivasMurthyFMCGExpert- exCoca-Cola,GSK

Foodservice

▪ Businessopportunitiesinhomecookedmeals/cloudkitchen/catering

RachnaRaoCo-founder– Foody-Buddy

SaumyaDubeyProductManagerSwiggy

RashmiDagaFounder–Freshmenu

PavandeepSinghCo-founder- TastyTales

Policysupport

▪ Governmentschemesandpoliciesthatenablewomenentrepreneurssetup/scalebusinesses

SwaroopaCommissioner’soffice– MSME,GovtofKarnataka

Peoplewhoattended

Entrepreneurs▪ 3-4current/potentialfood

entrepreneursBasabiSengupta DeepaliSawant

2

3

1

5

4

Dilraj KManager,KudumbashreeKitchens,GovtofKerela SRLM

99

DesignthinkingworkshopforFoodsector

100

IndustryleadersatEducationsectorworkshopCategory Perspectives

Tuition&Vocationaleducation

▪ OpportunitiesintheK12tuitions&vocationaleducationspace

BimaljeetBhasinPresident,Skills&CareersNIIT

PavithraK.LAssociateDirectorDreamADream

SunitaVishwanathanLead,EmployabilitysectorUnitus

Pre-schoolandcrechefounders

▪ Businessopportunitiesincorporatecrechesandfranchisedpreschools

Entrepreneurs

▪ 3-4current/potentialeducationentrepreneurs

PrapullaSandeepHippocampus

Peoplewhoattended

2

1

5

VentureCapital▪ Feasibility/scalabilityofideas

(uniteconomics)3

Enablers

▪ Governmentpolicies

4 ▪ Curriculumexpertise(design&delivery)

▪ Teachercapacitybuilding

AnjuCherianDirectorTheAlchemyNursery

RamyaVenkataramanFounder&CEOCENTA

PriyaKrishnanFounderKlay

NeeluKapurFounderFirstStepsNurserySchool

BrindaKathraniPre-schoolCurriculumConsultant

AnandSudarshanFounder&DirectorSylvantAdvisors

SaumilMajmudarCEO&MDSportZVillage

PriyanshaRawatStateEngagementAsst.NSDC

ShraddhaDeoCEOSnehFoundation

VaijayantiCo-founderYLG

SivaramRajangamCEOSkillplan

101

DesignthinkingworkshopforEducationsector

ThankYou

Documents

Unlocking Entrepreneurship Opportunities for Women€¦ · Unlocking Entrepreneurship Opportunities for Women in Urban India ... We initiated this study to identify demand -led macro