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:
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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
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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
▪ Sectorprioritization
▪ VoiceofMarket
– Foodsector
– Educationsector
▪ VoiceofEntrepreneur
– 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
SOURCE: 6th Economic Census data
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
SOURCE: 6th Economic Census data
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
SECTOR PRIORITIZATION
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
SOURCE: 6th Economic Census data
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
SECTOR PRIORITIZATION
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
SECTOR PRIORITIZATION
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
SECTOR PRIORITIZATION
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
SectorsDescendingpriority Easytostartbusinessmodels
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)
SECTOR PRIORITIZATION
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
SectorsDescendingpriority Easytostartbusinessmodels
200K
GVA2025,INRCr
Historicalgrowth
19%
Headwinds&Tailwinds
▪ Increasedspendingontreatmentforlifestylediseases– 50% spendonin-patientbedsisforlifestylediseases
▪ Healthcaretechnologyisincreasinglyimprovingaccesstohighqualitymedicalcare– ThehomehealthcaremarketisestimatedtoreachUSD6.21
billionby2020– Thetelemedicinemarketisexpectedtogrowat20%till2020
SECTOR PRIORITIZATION
▪ 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
SECTOR PRIORITIZATION
SOURCE: 6th Economic Census data
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%
SECTOR PRIORITIZATION
*#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
SECTOR PRIORITIZATION
23
Contents
▪ Sectorprioritization
▪ VoiceofMarket
– Foodsector
– Educationsector
▪ VoiceofEntrepreneur
– Foodsector
– Educationsector
▪ Workshops
▪ Interventions
▪ Introduction&Summary
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
FOOD SECTOR – VOICE OF MARKET
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
FOOD SECTOR – VOICE OF MARKET
28
5trendsinpackagedfoodthataredrivingdemandforentrepreneurs
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
FOOD SECTOR – VOICE OF MARKET
29
Megatrends DemandInsights
5trendsinpackagedfoodthataredrivingdemandforentrepreneurs
Riseinhealth-consciousconsumers(butnocompromiseontaste)
▪ NewproductcategorieslikeBigBasketGooddietbecomingpopularasaresultofchanginglifestylesandincreasingfocusonwellness
▪ Healthconsciousconsumersnotreadytocompromiseontaste.TooYummproductrangeoffers‘bakednotfried’goodswith‘40%lessfats’makingthemthehealthiersnackoption,withoutcompromisingonflavorandtaste.
▪ Organicpackagedfoodmarketalsopickingup– drivenbyincreasingawareness&newproductofferingslikeFarm2Kitchen,OrganicShop,NaturallyYoursandOrganicIndia.
“Thereisanincreasingdemandforhealthyfoods.Ihaveseenalotofnewbrandsenteringthisspace.Becauseofdemand,theyarereadytopaythehighlistingfee
– Director,MKRetail
5
FOOD SECTOR – VOICE OF MARKET
30
Emerginglighthouseideasinpackagedfoods
Lighthouseideas
1 Preparehomemadesnackscateringtogrowingretailerdemands.-Retailersaggregatingsnacks,readytocookmealsfromvendorsformingcategorieslikeBBGooddiet
Successfulentrepreneurs
4 Farm,aggregateand/ordistribute organicproductsthroughaggregatorslikeFarmizen,OrganicMandya
2 Similartosnacks,preparefreshvariantsofreadytocookfoodproductswithadditionalfocusonpackaging,storageetc..
3 Prepareartisanalandgourmetfoodlikebreakfastcereals,bakerygoodsforonlinechannels/influenceselling
FOOD SECTOR – VOICE OF MARKET
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
FOOD SECTOR – VOICE OF MARKET
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
Megatrends DemandInsights
“Mostofourconsumersarebachelors,marriedcoupleswithoutkids,whohaveonlyonemealathome.Thereforethereisaneedtoprovidehealthyoptionsthatmatchtheirpricepointanddeliverytime”– Swiggygeneralmanager
1
Risingonlineorderswithpreferenceforhome-cookedmeals(withnocompromiseonpricepoint&speedofdelivery)
▪ Consumersdemandinghome-cookednutritionalmealsinahyperlocalsetup.Fore.g.StartupslikeMasalaboxprovidinghomemadetiffinservicesandFoodybuddybuildingneighbor-foodnetwork
▪ Foodtechcompanieslaunchingprivatelabelsinthisspacefore.g.SwiggylaunchedHomelyandTheBowlCompany
▪ Lowpricepointofhomecookedmealsmakingitattractivee.g.SwiggydailylaunchedHomestylemealsthroughsubscriptionmodelwithzerodeliverycost.
2
FOOD SECTOR – VOICE OF MARKET
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
FOOD SECTOR – VOICE OF MARKET
Megatrends DemandInsights
“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
FOOD SECTOR – VOICE OF MARKET
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
FOOD SECTOR – VOICE OF MARKET
36
Contents
▪ Sectorprioritization
▪ VoiceofMarket
– Foodsector
– Educationsector
▪ VoiceofEntrepreneur
– Foodsector
– Educationsector
▪ Workshops
▪ Interventionsneeded&roleofGAME
▪ Backup
▪ Introduction&Summary
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
EDUCATION SECTOR -– VOICE OF MARKET
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
EDUCATION SECTOR -– VOICE OF MARKET
SOURCE: Secondary research, IBEF Report, expert conversations, Population data, CARE Report
LighthouseIdeasFormalsegmentgrowing>2Xofinformalsegment(in10years)
41
Vocationalskilling– megatrends&gapsinthemarket
SOURCE: Expert conversations, Ethnographic studies of education entrepreneurs
EDUCATION SECTOR -– VOICE OF MARKET
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
Megatrends DemandInsights
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)
EDUCATION SECTOR -– VOICE OF MARKET
43
After-schooleducation- 5megatrendsdrivingdemandforentrepreneurs(1/2)
SOURCE: Expert conversations, Ethnographic studies of education entrepreneurs
EDUCATION SECTOR -– VOICE OF MARKET
“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
Megatrends DemandInsights
1
2
3
44
After-schooleducation- 5megatrendsdrivingdemandforentrepreneurs(2/2)
SOURCE: Expert conversations, Ethnographic studies of education entrepreneurs
“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)
EDUCATION SECTOR -– VOICE OF MARKET
Ed-techpairedwithliveinteractivemodelopeningupnewopportunitiesforhome-basedtutoring
▪ Ed-techspacebroadlywentthrough3transitions– video-basedtutoring,app-basedtowhite-boardbasedinteractivestyles
▪ Parentslookingfornon-commutinghome-basedtutoringoptionsfortheirchildren
Megatrends DemandInsights
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
EDUCATION SECTOR -– VOICE OF MARKET
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)
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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
EDUCATION SECTOR -– VOICE OF MARKET
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
▪ Introduction&Summary
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
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EntrepreneurshipasanexpressionofpassionTwoofthecommonthemesthatemergedwere,leavingcorporatelifetostart“something”,andhome-makerswishingtooccupythemselvesbystarting“something”.Inspiteofhavingalltheskillsrequiredtobeanentrepreneur,itisthelackofawarenessofpossibilitiesthatemergesasthegreatestbarrier.
ThepressureofthefirststepWhenitcomestofoodasaventure,thepressureislessaboutfundingorinfrastructure,andmoreaboutpsychologicalsupportfromfriendsandfamilyandhavingthecouragetobreaksocietalnormsandexpectations.
TheloanaversemindsetThismindsetisdrivenbyaperceptionofhighinterestrates,complexpaperwork,thethoughtoflong-termdebtandfearoflosingcontrol.
TheaspirationofabetterworklifebalanceWorkingforselfwillprobablyalwaysallowmorefreedomandlifeflexibilitythanworkingforsomeoneelse– thisisanunderlyingbeliefinmanyurbanwomen.
“IfIhadtherighteducation,itwouldhavetakenjust5yearstoreachhereinsteadof10years”
Womenentrepreneurs:ThechangingfaceofurbanIndia
“IneverthoughtIwillhavemyownbusiness”
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IndiaisstilllargelyapatriarchalsocietywithanorthodoxbeliefsystemThereissocietalresistancetowomencreatingindependentidentitiesbasedonaprofession.Menareexpectedtosucceedfasterandhigherthantheirwomencounterparts.
Currentlyavailableresourcesareunder-utilizedResourcelibrarieslikebusinessentityregistration,micro-financing,training&skillingarenoteffectivelyreachingrelevantaudiences,sohaveverylowengagement.
OnlinesaleschannelsoffertheanonymitythatsomewomenlookforDuetosocialnorms,introvertpersonalityorothersuchreasons,somewomenthriveinformatsthatallowthemthesecurity&anonymityofin-house/limitedexposureoperations.
“Itwasnotveryeasytogetstudentsinitially,beingawomanpeopledidn’ttrustmycapabilities”
“Ihadthepatience.Peopleneedimmediateresultsandwhentheydon’tseeit,theyquit”
Womenentrepreneurs:ThechangingfaceofurbanIndiacontd.
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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.
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KeyInsights(2/2)– FoodSector
OpeningupthekitchentothecloudTheonlinefoodorderinganddeliveryplatformsandaggregatorshaveopenedupthekitchensofmanywomenthatwespokewithtoalargercrowd.Itbecomesimportanttokeeptrackoftheorderscominginfrommultipleonlineorderingplatforms.Trackingorders,reportsanddeliveryhelpsoptimizeinventory.AcustomisedPOSsystemisanessentialandnotawidelyavailableknowledge.
TheissueofpricingThevolatilityofpricesofrawsupplywhenitcomestofoodsectoraredependentonmultiplefactors.Startingfromoilpricestoseasonalimpactofvegetableprices,thereisvolatilityinthepricesofrawmaterialessentialtofoodindustry.MaintainingapricepointforthepricesensitiveIndianmarketrequiresahighamountofbusinessacumen,anditcameoutinourconversationsoften.
Thedenialofa“hobby”AlotmanyfoodpreneursinIndiastillstruggletobetakenseriouslywhilebalancingafamilyandabusiness.Theconceptofopeningupthekitchentomakeabusinessoutofitstillisconsideredasahobby formanyaspiringwomenentrepreneurs.
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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
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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
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3archetypesemerginginthefoodpreneurspace
THEASPIRINGENTREPRENEURTheneedtogetencouragementandtherightresourcestostartherownbusiness.
• Inspiredbythesuccessstoriesofothers• Findsithardtobelievethatshecandoitaswell
• Isn'tsureofhowtogetstartedandwheretolookforwordsofencouragement
THECAPABLECONTEMPLATORTheneedtogetoverapprehensionsandwalktheentrepreneurialpath.
• Passionateaboutcookingandbaking• Takesitasanexpressionofcreativity• Apprehensiveabouttakingchancesandrisks• Wantsto,yetscaredof,leavingthecurrentcomfortzone
THESTRETCHEDHUSTLERTheneedtoscaleupandyetrideonthepassionforquality
• Startedoutasanecessity.Startedsmallandoutofhome
• Scaledupandexploredmultiplechannelsofsellingfoodincludingdigitalplatforms.
• Valuesqualityoverquantity• Fearfulofscalingupandisapprehensiveaboutfindingrightsetofpeople
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Contents
▪ Sectorprioritization
▪ VoiceofMarket
– Foodsector
– Educationsector
▪ VoiceofEntrepreneur
– Foodsector
– Educationsector
▪ Workshops
▪ Interventionsneeded&roleofGAME
▪ Backup
▪ Introduction&Summary
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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.
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KeyInsights(2/3)– DaycareSector
MotivationsarelargelydrivenbychildcareorcommercialsDuringourconversationswenoticedtherearetwotypesofmotivationsinthisspace:thefirstwas,womenwhoweremotivatedbychangingthecurrentdaycareindustrythroughstructuredcurriculumsthroughtie-ups,franchisesoraffiliations.Theotherwasjusttheneedtomonetiseonspace,timeorthestatistic.Also,thereisadirectivetocorporatesbyIndiangovt.toprovidechildcarecentresfortheiremployees.Schools,corporatesandevensomereal-estateplayersaregettingintothisspacewithvariedfocusonqualityandholisticdevelopment.
FrictionbetweentheorganisedandunorganisedplayersThereisafundamentalpatterninparents.Onesegmentconcentratesonthepriceofthecareandservicesaslongastheyaresafeandeconomical.Theothersegmentlooksforcurriculum,brand&holisticdevelopmentinthecentretheywillsendtheirchildto.Theseparentsarewillingtopaybetween50kto150kINRperyearperchild.Thestructuredcentresareencouraginggovernmentinterventiontoregulatethespaceandstandardiseservicesincludingthosefrominformal,mom&pop daycares.
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KeyInsights(3/3)– DaycareSector
Operatingmodels- forprofit¬forprofitTherearetwoclearfocusesthatwereemerginginourconversations,onewasthefocusonSECC,D(bluecollarworkforce)&underprivilegedchildrenandtheotherwasonthechildrenbelow6inthemiddle&upper-middleclass.Theformerrunsondonations,CSRfunding&volunteersandthelateronself-fundingorformalfinancingthroughloansandinvestments.
Childcarebeinghightouch,needforqualityisparamountEntrepreneursscaleupslowlyordonotscaleupatallbeingfearfulofnotfindingenoughqualityandtrainedprofessionals.Theyhavechallengesfindingtherightpartnerswhowouldnotdilutethequalitystandardsofcareandexperienceeventuallyhurtingthebrandreputation.
ServicesarerenderedtoandsoldtodifferentaudiencesWhileentrepreneursserveveryyoungchildren,theirpayingcustomersaretheparents.Theirconcernwasthatparentalaspirationsareoftenverydifferentfromtheneedsoftheirchildren.Parentstendtofocusontheforwardlookingvalueoftheserviceswhereasthecentresrecommendthatfocussingonthechild’scurrentneedsisparamount.
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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”
5areaswherebarriersrelatingtostartingandscalingupwereevident
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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.
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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.
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KeyInsights(3/3)– Beautyandwellness
SkilledbeauticiansalsoactasacustomeracquisitionchannelEverysalonusestheirfrontlinebeauticiansasacustomeracquisitionchannelbygivingthemsubstantialincentivesonrepeatcustomers,cross-sellingofproductsandrelatedservicesandreferrals.Thisiswherethebeauticiansfirstrecognisetheentrepreneurinthemanddesiretopursuethe“whynotdoitonmyown?”dream.
FasterfinancialgrowthascomparedtoothervocationbasedcareersInthemetros(SECA&Baudiences)- professionalswithnoformaleducationcanstartearningupwardsofINR30K+monthlywithinafewyearsofbeinginthebeautyindustry.Withtheirfixedincomebeinglowerthanthe20kINRmark,theirincentivescanbealmostasmuchormore.
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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”
5areaswherebarriersrelatingtostartingandscalingupwereevident
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Affordabledaycare
Highbusinessacumen
Target:Lowermostsegment
Limitedbusinessacumen
Uppermostsegment
Whatisan“Archetype”
Anarchetypeisdepictedasaspecificpersonbutisnotarealindividual;itissynthesizedfromobservationsofmanypeople.Itisawaytocommunicateandsummarizeresearchtrendsandpatternstoothers.Thisfundamentalunderstandingofusersiswhat’simportant.
Anarchetype,alsoknownas“universal symbol’,acharacter,a theme.Archetypeshaveacommonandrecurringrepresentationinaparticularcontext.
ThePassionateEntrepreneur
TheSocialEntrepreneur
Professionallysetupdaycare/preschool
TheSeasonedEntrepreneur
Homebaseddaycare
DaycareArchetypeFramework:TargetCustomerSegment&BusinessAcumen
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Highbusinessacumen
Entrylevelworker
Limitedbusinessacumen
EstablishedStylist
Homebasedkitchens
HomemadesnacksWhatisan“Archetype”
Anarchetypeisdepictedasaspecificpersonbutisnotarealindividual;itissynthesizedfromobservationsofmanypeople.Itisawaytocommunicateandsummarizeresearchtrendsandpatternstoothers.Thisfundamentalunderstandingofusersiswhat’simportant.
Anarchetype,alsoknownas“universal symbol’,acharacter,a theme.Archetypeshaveacommonandrecurringrepresentationinaparticularcontext.
TheProfessionalentrepreneur
Beautysalonchain
TheAspiringStylist
Juniorstylist
ThePerseveringEntrepreneur
Independentsalon
Beauty&WellnessArchetypeFramework:Proficiency&BusinessAcumen
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3archetypesemergingintheeducationspace
THEPASSIONATEENTREPRENEURTheneedtogrowandgettothenextlevelinchildeducationspace
• Passionateabouteducation• Naturalflairforchildcare• Educated,beenaprofessionalandeventuallyfollowedherpassionforchildcareandcreatedherownbusiness
• Determinedtotakethenextsteps
THESOCIALENTREPRENEURTheneedtoscaleupandhavelargerimpactonsocietywithherwork
• Enthusiasticaboutsocialimpactwork• Formallytrained,educatedandalsoexperienced
• Valuesandethicsdriven• Isn’tsurehowtogetoverfinancialtroublesandstayafloat
THEPERSEVERINGENTREPRENEURTheneedtogetencouragementandtherightresourcestostartherownbusiness
• Amiddleclassbackgroundwithaspirationstobeachange-maker
• Chanceduponfindingherownpassion• Tookalltheopportunitiestoconvertherpassionintoabusiness
• Ofthemindsetthatfindingtherighttalentisachallenge
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Contents
▪ Sectorprioritization
▪ VoiceofMarket
– Foodsector
– Educationsector
▪ VoiceofEntrepreneur
– Foodsector
– Educationsector
▪ Workshops
▪ Interventionsneeded&roleofGAME
▪ Backup
▪ Introduction&Summary
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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
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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
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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?
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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
Motivations Challenges
73
ENTREPRENEUR IA LREAL ISAT ION
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
SolutionOpportunitySpace
▪ 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
EntrepreneurialLandscape Highbusinessacumen
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
Motivations Challenges
75
ENTREPRENEUR IA LREAL ISAT ION
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
+
-
SolutionOpportunitySpace
▪ 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
EntrepreneurialLandscape Highbusinessacumen
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
Motivations Challenges
Childrenofunderprivilegedhomes/bluecollarworkforce
77
ENTREPRENEUR IA LREAL ISAT ION
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
SolutionOpportunitySpace
▪ 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
EntrepreneurialLandscape Highbusinessacumen
Lowbusinessacumen
Childrenofunderprivilegedhomes/bluecollarworkforce
Childrenofmiddleandhighincomefamilies
DigitalSavviness
BusinessSavviness
Skills
High
High
High
Low
Low
Low
Geeta
Persona2:EducationSector
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
Motivations Challenges
TheSocialEntrepreneur
79
ENTREPRENEUR IA LREAL ISAT ION
Geetahasalwaysbeensociallymotivated,wantingtoworkfortheunderprivilegedsinceshewasincollege
Scenario
TheSocialEntrepreneur
PREL IM INARYRESEARCH
SK IL L S& TRA IN INGS
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
SolutionOpportunitySpace
▪ 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
EntrepreneurialLandscape Highbusinessacumen
Lowbusinessacumen
EntryLevelSkills ProfessionalStylist
DigitalSavviness
BusinessSavviness
Skills
High
High
High
Low
Low
Low
PayalThePerseveringEntrepreneur
Persona3:EducationSector
EverywhereIwent,thefirstquestionwas– howeducatedareyou?CanyouspeakinEnglish?Theonlyquestiontheladyatthebeautyparlouraskedmewas– whencanIstart?”
“▪ Selfworth&standingoutinsociety▪ Aspiringlifestyleforselfandfamilyby
supplementingthehouseholdincome▪ Freedomfromeconomicdependencyonher
husband▪ Goodeducationforherchildren▪ Becomearecognizablebrandinthebeautyspace
▪ Upskillingherselfamidstpoor-qualitytraininginstitutes▪ Findingdependableemployees
&retainingthembeyond12months▪ Findingnewcustomers▪ Managingherexpenses&creditors▪ Cross-sellingbeautyproductsthatshestocksonher
shelves
Motivations Challenges
81
Payal’s Journey
ENTREPRENEUR IA LREAL ISAT ION
Payalpickedupherskillsonthejobandhasseenstylistsearnalotofmoneyintips&commissions
Scenario
ThePerseveringEntrepreneur
PREL IM INARYRESEARCH
SK IL L S& TRA IN INGS
F IND ING HERVALUE
GETT INGSTARTED
Talkingtohercolleaguesshelearnsthatshecanmakealotofmoneybyupskillingherself
Sheseescoursesonline,sheasksherseniorsforrecommendations,alsoapproachessalonchains
Shelearnsonthefloor,shadowingseniorsandpracticingeveryopportunityshegetstoshowcasevalue
Sheraisescapitalfromfriends,family&customerstogetstartedonherdreamofowningaparlour
EmotionalCurve
+
-
SolutionOpportunitySpace
▪ 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
▪ Sectorprioritization
▪ VoiceofMarket
– Foodsector
– Educationsector
▪ VoiceofEntrepreneur
– Foodsector
– Educationsector
▪ Workshops
▪ Interventions
▪ Introduction&Summary
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
Financialandbusinessmodelsupport
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
INTERVENTIONS NEEDED
5. Co-operativemodels forentrepreneurswhogainfromworkingasagroupeg:homepreneurswhoneedflexi-timecanbandtogethertoensureproduction/serviceconsistency,SHGmemberswhoaremobilizedandsupportedbythegovernmentandcanavailofgrouploans
7
Organizations named are indicative and not an endorsement
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
INTERVENTIONS NEEDED
Organizations named are indicative and not an endorsement
86
How11interventionsplayoutinfoodsector(2/3)
Interventions Whatcanbedone
▪ 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
Financialandbusinessmodelsupport
INTERVENTIONS NEEDED
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
How11interventionsplayoutinfoodsector(3/3)
Interventions Whatcanbedone
▪ 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
Demand&marketlinkages
INTERVENTIONS NEEDED
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
Organizations named are indicative and not an endorsement
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§ 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
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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
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How11interventionsplayoutinpreschool&daycaresector(1/3)
Interventions
Entrepre-neurialskills&mindsets
Whatcanbedone
▪ Boostpeer-to-peerconnections&learningamongstentrepreneurs
▪ 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
▪ Provideaccesstobest-of-breed‘curriculum’forknowledgedissemination
▪ 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
INTERVENTIONS NEEDED
Organizations named are indicative and not an endorsement
91
How11interventionsplayoutinpreschool&daycaresector(2/3)
Interventions Whatcanbedone
▪ Enableentrepreneursbuildclearbusinessplans
▪ Organizeperiodiccounselling/mentoringsessionswithindustryadvisors(e.g.sessionwithrepresentativefromSylvant Advisorstodraftbusinessstrategy)
▪ Businesstemplates forsmallday-caresetupscanbemadeavailable,withcuratedlistoflocallyrelevantpartnerseg corporates,curriculum-providers,franchisers
4
▪ Unbundlecomponentsforbetteruniteconomicsforentrepreneur
▪ Identifyandhelpentrepreneursfindcost-effectivespaceproviders(e.g.governmentschoolspace)toset-upaffordable/low-costpreschool/daycarecenters
▪ Builders’associationstomakecommonspaceatapartmentcomplexes availabletogroupofmotherstorunday-care/pre-school– forchildrenofallincomesegments(eg residents,staff)thoughbothprofit-makingandnon-profitapproaches
5
▪ Unlockanddemystifygovt.supportforentrepreneurship&drivepolicychanges
▪ Navigateregulatoryenvironmenttoset-upgoverningpoliciesforpreschool/daycare(e.g.credibilityrequirementsofpersonoperatingapreschool/daycarecenter)
▪ Drivediscussiononpolicychangestoinvokegovernmentsupportforsetting-upaffordableday-care(similartoAPS)
▪ Promotionandincentivepackage tostimulateandsupporttheday-careindustry,speciallyincitieswithlargerin-migrationandwhite-collaremploymentopportunitiesforwomen
6
NON-EXHAUSTIVE
Financialandbusinessmodelsupport
INTERVENTIONS NEEDED
5. Co-operative/groupmodelsforentrepreneurswhogainfromworkingasagroup
7 ▪ Mothersandhome-makerscanbandtogethertoformco-operativesofday-care/pre-schoolinalocalityorcomplex,ensuringflexi-workinghours;supportedbybuilders’associations,non-profits.
Organizations named are indicative and not an endorsement
92
How11interventionsplayoutinpreschool&daycaresector(3/3)
Interventions Whatcanbedone
▪ Facilitateaccesstosmall-scaledemandforlearning&experimentation&helpentrepreneursfindtheirvalueproposition
▪ Helpmatchmakeparentswithoccasionalandshort-term (hourly,daily)creche/babysittingneeds,withwomenintheneighbourhood whocanprovidetheservice
▪ Supportwomeninofferingshortcoursesandcampsduringsummer/Dussehraholidays acrossacademiaandextra-curricularactivities,tobuildaclienteleandgetexperiencetohelpthemtransitiontoamorepermanentbusiness
9
▪ Buildanefficient‘registry’ofentrepreneurs&subsequentclearinghouseoflocalsupplyanddemand
▪ Maintainrepositoryofentrepreneurswillingtoset-upfranchisees ofestablishedpreschool/daycareandconnectthemtodemandside ofKidzee/Eurokids,orwithotherentrepreneurslookingtoscale-upthroughfranchiseeroute
11
NON-EXHAUSTIVE
Demand&marketlinkages
Discoveryofcorporatedemandandaugmentinteractionswithdemandgeneratorstohavecommonunderstandingofneeds
10 • ProvideinformationonwhatKidzee/Eurokidsexpectsfromfranchisees• Providecounselling&liaisinghelpforsmallday-carestoscaletheirofferingtocorporates• Setupassociations ofday-careproviderswhocannetworkwithcorporates• Establishplatformfornetworkingwithschools
INTERVENTIONS NEEDED
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
Organizations named are indicative and not an endorsement
93
How11interventionsplayoutintechnical&vocationaleducationtrainingsector(1/3)
Interventions
Entrepre-neurialskills&mindsets
▪ Boostpeer-to-peerconnections&learningamongstentrepreneurs
1
▪ Disseminatesuccessstories2
▪ Provideaccesstobest-of-breed‘curriculum’forknowledgedissemination
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
INTERVENTIONS NEEDED
Organizations named are indicative and not an endorsement
94
How11interventionsplayoutintechnical&vocationaleducationtrainingsector(2/3)
Interventions
Financialandbusinessmodelsupport
Whatcanbedone
▪ Enableentrepreneursbuildclearbusinessplans
4 ▪ Organizeperiodiccounselling/mentoringsessions withindustryadvisors(e.g.sessionwithrepresentativefromSkillPlantosharpenoverallbusinessplans)
▪ Businesstemplates forsmallsetupscanbemadeavailable,withcuratedlistoflocallyrelevantpartnerseg inputsuppliersfortraining,beautyproductmanufacturersforcross-sellopportunities,weddingorganisers,franchisers,curriculumproviders
NON-EXHAUSTIVE
▪ Unbundlecomponentsforbetteruniteconomicsforentrepreneur
5 ▪ Identify,educateandhelpentrepreneursleveragecost-effectivemodels likestaffingmodel▪ EvaluateRent-a-chairmodel forentrepreneurstobringtheirownproductsandcustomers
▪ Unlockanddemystifygovt.supportforentrepreneurship&drivepolicychanges
6 ▪ LiaisewithNSDC toprovidesupportforentrepreneursintermsofstandardizationandaccreditationwithskilldevelopmentcouncil
▪ Navigatepolicychange toincludetraininginentrepreneurshipaspartofNSDCcurriculum▪ Mobilisation oftraineesfromNSDC’sskillingcentres▪ Evaluateincentivisation throughapprenticeship scheme
INTERVENTIONS NEEDED
5. Co-operative/groupmodelsforentrepreneurswhogainfromworkingasagroup
7 ▪ Womencanbandtogethertoformco-operativesforsettingupsalon-and-traininginstitutesinbeautyandwellness,meetingtheirneedforflexi-workinghours,andcomplementingeachothers’specialisations tooffercomprehensivesalonandtrainingservices
▪ Availotherbenefitseg accesstogrouploans
Organizations named are indicative and not an endorsement
95
How11interventionsplayoutintechnical&vocationaleducationtrainingsector(3/3)
Interventions
Demand&marketlinkages
▪ Facilitateaccesstosmall-scaledemandforlearning&experimentation
9
Whatcanbedone
▪ Helpset-uphome-basedbeautyskillinginstitute onatrialbasisbyconnectingtolocalizeddemandpool(e.g.medium-sizedsalonsinthevicinity)
▪ Discoveryofcorporatedemandandaugmentinteractionswithdemandgeneratorstohavecommonunderstandingofneeds
10 ▪ Facilitateinteractivesessions withindustryleaderslikeLakme andUrbanClaptohelpunderstandindustryrequirementsformicro-markettrainers,andcuratetrainingcurriculumforrelevance
▪ Buildanefficient‘registry’ofentrepreneurs&subsequentclearinghouseoflocalsupplyanddemand
▪ Maintainrepositoryofentrepreneurs offeringtraininginbeauty&wellnessandconnectthemtodemandsideoforganizedsalonslikeYLG,Naturalsetc.
11
NON-EXHAUSTIVE
INTERVENTIONS NEEDED
Connectwithandchampionforvalue-chainstakeholdersandnetwork
8 ▪ ConnectentrepreneurswithNSDC/skillingconsultants onrequirementsfromskillingcentersforsupportandtalent
▪ Bringinfinancialinstitutions toestablishloanpackagefortrainees▪ Connectwithfranchiserstounderstanddemandandbuildapipelineforgraduates,Entrepreneurship
developmentorganisations,non-profitsandgovernmenttosupporttrainees,CurriculumproviderssuchasAptech
▪ Connectwithorganisations seekingtrainedservicepartnerseg UrbanClap
Organizations named are indicative and not an endorsement
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
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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
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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
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DesignthinkingworkshopforEducationsector
ThankYou