2014

Helping small farmer communities in India:

The development of a New Business Model
for the cultivation of Azolla

Team IMPACT
Carmen van Kruisbergen
Helma van Luttikhuizen
Juliette Oosterwegel
Chriss van Pul
Sookie Yiu
Preface
Dear Mr. Ramachandran and employees of SEEDS,

We are pleased that we have the opportunity to support women in the Namakkal District by
developing a New Business Model. As a finalist in the 1% Student Battle, we have learned a lot by
using our skills and by being creative in our crowdfunding campaign. We truly hope that our plan
contributes to the socio-economic enhancement of these women, their families and other farmer
communities. We wish you all the best and good luck with this project!

Greetings,

Team IMPACT

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Content

Introduction............................................................................................................................................. 4
1. Recommendations............................................................................................................................... 5
1.1 Customer Segments and Value Propositions ................................................................................ 5
1.2 Cooperation ................................................................................................................................... 6
1.3 Key Partners .................................................................................................................................. 6
1.4 Key activities .................................................................................................................................. 6
1.4.1 Set-up: Training ...................................................................................................................... 7
1.4.2 Set-up: Sales ........................................................................................................................... 7
1.4.3 Set up: Distribution................................................................................................................. 8
1.4.4 Set up: Finance ....................................................................................................................... 8
1.4.5 Upscaling phase key activities: Accelerate growth and become more self-sustaining .......... 8
1.5 Cost-benefit streams ..................................................................................................................... 9
1.6 Set up phase time frame ............................................................................................................... 9
Appendices ............................................................................................................................................ 11
Appendix I: What is Azolla? ............................................................................................................... 11
Appendix II : What is a New Business Model (NBM)? ....................................................................... 13
Appendix III : Market analysis ........................................................................................................... 16
Appendix IV: Features cooperation structure ................................................................................... 20
Appendix V: Cost-Benefit analysis ..................................................................................................... 23
References ............................................................................................................................................. 25

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Introduction

A ‘New Business Model’ (NBM) is developed in order to

create a sustainable business model for the fair-trade
production process of the agricultural product Azolla (fig. 1).
The Azolla is a water plant which can be used as feed for
livestock and as a bio fertilizer (Appendix I: Features of
Azolla). The aim of this NBM is to enhance the socio-
economic situation of 50 women in the Namakkal District
who are selected by SEEDS. This is achieved by establishing a cooperation existing of these women,
who implement this NBM with the primary support of SEEDS.

An NBM has three interrelated principles: multiple, shared and collective value creation. Value
creation moves from one to a plural dimension, so not only economic values, but also social and
ecological values are important. For Azolla this implies that the economic value is created by selling
Azolla as feed for livestock. Moreover, Azolla contributes to the health of chickens and improves the
size of eggs. This multiple value creation is realized through sharing, creating, exchanging, borrowing
and saving.

The business model is implemented in two phases: the set up phase and the upscaling phase.
Economical value is created by in the set up phase by offering the customers different membership
options in the sales kit. These membership options offer the possibility to buy a certain amount of
Azolla in kg. for a predefined period with discount. Secondly, social value creation relates to the
employment and empowerment of women by taking into account the institutional context of India.
Finally, ecological value will be created during the cultivation of Azolla in which no pesticides or other
chemicals are involved.

To overcome the institutional barriers In India, the local partner SEEDS has an essential role since it
has knowledge about the socio-economic situation. Most importantly, to make this NBM suitable for
upscaling, a community network of different Indian tribes must be established, since they have
different norms, values and regulations. As a result, shared understanding between these different
tribes is created which contributes to a long-term survival of this cooperation.

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1. Recommendations
The following recommendations are essential for the fair-trade production process of Azolla in the
Namakkal District, in order to enhance economic security, social cohesion and empowerment of 50
women:

Establishment of a cooperation consisting of the 50 selected women in the Namakkal

District;
Training of these women in production skills and business skills like sales, distribution and
finance;
Offer a sales kit consisting of Gold, Silver and Bronze memberships for customers. They pay
in advance for a certain amount of Azolla in kg. for a predetermined period.

1.1 Customer Segments and Value Propositions

A distinction is made into customer segments for SEEDS and customer segments for the cooperation.
The customer segment for SEEDS are the women in Namakkal, while the customer segments for the
cooperation consist of the local market: 1) poultry farmers who need feed for livestock, 2) dairy
farmers who need feed for livestock and 3) retailers who sell feed for livestock on local markets
(Appendix III: Market Analysis). To meet the interests of the customers, Azolla needs to be positioned
in the market by according to its special features, such as increased egg production for poultry
farmers (Appendix I: Features of Azolla).

The cultivation of Azolla has social, ecological and economic value propositions for the customer
segments (fig. 2). Essential is that the economic value proposition can only be achieved by first
creating social and ecological value. Also the maintenance of customer relationships is important
which is 1) transactional by providing income and 2) relational due to the memberships in the sales
kit. This makes it essential for the cooperation to build relationships based on trust.

Fig. 2: Value propositions

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 1.2 Cooperation
A cooperation is established to meet the value propositions and to connect the 50 women with the
local market as a supplier of Azolla. It aims to grow by achieving:
Financial viability: providing a sales kit with membership options, so customers pay in
advance which accelerates growth;
Economic security: providing income to the women and their families;
Social cohesion: due to open memberships all women can join the cooperation which
stimulates social cohesion;
Empowerment: providing skills and stronger bargaining position by working together
(Appendix IV: Features of cooperation structure).
The cooperation consists of a specialized group of women which forms the management. They are
selected by SEEDS and educate the other women in executing the key activities: Cultivation, Sales,
Distribution and Finance (fig. 3). SEEDS is the most essential key partner In the set up phase of the
realization of the NBM, since it trains the women in cultivation and hard business skills. Besides hard
business skills, the women must also be trained in soft business skills such as confidence building,
since they have a low strata in the society (Appendix III Market Analysis). Subsequently, due to peer-
to-peer learning the role of SEEDS in providing skills decreases which makes the women more self-
sustaining on the longer term.

Fig. 3 Cooperation structure

1.3 Key Partners

Other key partners besides SEEDS are the 1) government, 2) Tamil Nadu Agricultural University which
provides technical knowledge about the cultivation of Azolla, 3) competitors and 4) the
OnePercentClub. Competitors are Monsanto and Syngenta, of which Monsanto has a monopoly on
seeds in India, but many farmers are not able to pay the high prices for these seeds.

1.4 Key activities

During the set up phase the following activities are performed: training, production, sales and
distribution. Next, the upscaling phase is described.

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 1.4.1 Set-up: Training
In the set up phase the women are trained in all key activities to gain overall knowledge and to
become less dependent on each other. After this they become responsible for one key activity to
become a specialist. To do this, SEEDS forms a training team, develops the training material and we
deliver a manual guide for the training sessions that will be held by SEEDS. The training of women in
the key activities is as followed:
1. The sessions start with a general presentation about the benefits of cultivating and selling
Azolla. Since most women are illiterate, it is important to work with visualizations;
2. To train them in the cultivation of Azolla, the existing demo farm in Namakkal is used. This
includes tanks filled with Azolla, to experience the cultivation process. The training team of
SEEDS directs this;
3. Next to this, a simulation game will be organized in which the women are trained in all key
activities of the cooperation. The training team of SEEDS directs the game. In this game the
production and selling process of Azolla will be simulated. This simulation game is an activity
that will be repeated, to give all the woman insights in different roles which are necessary to
run a cooperation. Since different stakeholders can be identified within a cooperation it is
important to make them visible in the simulation game (e.g. the roles of clients and
investors).

1.4.2 Set-up: Sales

Sales kit membership options
Namakkal has over 100 poultry farms and around 50 dairy farms. To establish contacts with these
customers a sales kit is used which offers them three membership options: Gold, Silver and Bronze.
This membership option gives them the certainty for receiving a certain amount of Azolla in kg, for a
predetermined period and with a discount, by paying in advance. This results in economic security
and food security for livestock for both the customer and the cooperation. The membership options
are as followed:

Gold member: 300 kg Azolla for 3 months with a discount of 20%

Normal price: 15.000 Rps (300 kg*50 Rps) price with discount: 12.000 Rps
Silver member: 200 kg Azolla for 3 months with a discount of 10%
Normal price: 10.000 Rps (200 kg*50 Rps) price with discount: 9.000 Rps
Bronze member: 150 kg Azolla for 3 months with a discount of 5%
Normal price: 7.500 Rps (150 kg*50 Rps) price with discount: 7125 Rps
Fig. 4: Membership options

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During the set up, the 50 women cultivate a maximum of 1000 kg of Azolla a month with 150 water
tanks. This is enough for almost one small poultry farmer with 2000 chickens (600 kg Azolla = 1000
chickens). Thus it is Important that the sales kit is a trial set in this phase, which is used as a trigger to
familiarize the customers with the advantages of Azolla by providing a little amount to try. When the
customers are convinced, the membership options are extended which makes the cooperation able
to accelerate growth since investing in the enhancement of the key activities is made possible more
quickly.

Ambassadorship for sales

Ambassadors are selected for the key activity Sales. These ambassadors have a higher strata than the
official target group of the cooperation, such as a tribal community leader, influential people or
politicians. This is essential since the target group consists of women with low strata and low political
empowerment, which can result in that they will not be taken seriously as an entrepreneur by the
customers. The ambassador is also the gatekeeper for attracting other women with high strata which
contributes to expanding the cooperation.

1.4.3 Set up: Distribution

Decentralized cultivation, centralized storage
The cultivation of Azolla is decentralized, since the women cultivate three ponds of Azolla in their
own backyard. However the Azolla is stored at one central place to be able to deliver a bigger
amount of Azolla at once, which is essential to run the cooperation. This centralized location also
creates a meeting place for the women which contributes to social cohesion in the cooperation.

1.4.4 Set up: Finance

In this phase SEEDS has an important role in managing the finances. However, step by step the co-
operative management are also trained in these skills, so they become more self-sustaining. During
the simulation game, the other women will also get familiar with a simplified view of the financial
management. However they will not execute this key activity, but primarily the co-operative
management.

1.4.5 Upscaling phase key activities: Accelerate growth and become more self-sustaining
Growth in the cooperation is accelerated by selling extended membership options and by the trust
which is built between the cooperation and its customers. This results in investments and savings.
Also conducted research by the Tamil Nadu Agricultural University to enhance the cultivation
process, can be implemented due to investments. The role of SEEDs in the cooperation decreases
and takes the form of an Advisory Board, which makes the cooperation more self-sustaining.

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 1.5 Cost-benefit streams
The NBM creates economic, social and ecological costs and revenues.

Economic
The most important costs are the water tanks and seed for the establishment of three Azolla plots
per women (Appendix V: Cost-benefit analysis). Based on the cost-benefit analysis of SEEDS, the
cooperation has a revenue of around 1420 Rs. on a monthly basis in the set up phase. Furthermore,
part of the profit will be shared by the women, the other part stays in the cooperation for further
investments and as a buffer in case of unforeseen events.

Social
The social costs rely in a shifted position between men and woman in India (Appendix III: Market
Analysis). A changed attitude into good will by the men towards women is essential, in order to
support the new role of women in society. Next, the women are empowered by training and the c-
operative structure. At last the cooperation creates a social safety net, since it provides income for
the women which they can use to educate their children. empowerment of women.

Ecological
A possible cost of the cultivation of Azolla is land degradation. If the Azolla cultivation increases in
amount, it will take up more space and could also lead to an increase in livestock. Another risk lies in
the nature of the fern itself. Because it grows rapidly and if it is (accidentally) introduced to new
areas, it could begin to choke river systems which previously flowed freely. The disposal of any water
from the troughs must be managed to ensure that the plant is contained within the growing systems.
Ecological revenues are the higher nutritional values compared to other food plants and that Azolla is
cultivated without the use of pesticides.

1.6 Set up phase time frame

This model shows the start-up phase of the cooperation. To establish the cooperation, the 50 women
need to be trained in cultivation and business (sales, finance, distribution and self-confidence) skills.
The training program involves a simulation game where the women are trained in all skills, to
increase internal independency. This is where we will support if we get the opportunity to go to
India. After this they will be specialized in one of the key activities so they become a specialist, which
contributes to a working together culture. The influencing role of SEEDS decreases at the end of the
set up phase, but still remains visible as an Advisory Board.

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 TRAINING: PRODUCTION: PRODUCTION:
Training cultivation skills Production targets and Both
and business skills self -sustaining
(simulation game) production

SALES:
With the help of SEEDS SALES:
SALES: but some selected Selected women sell Azolla
SEEDS negotiates with women will do the sales on local market
potential customers too

DISTRIBUTION:
DISTRIBUTION: Women distribute their DISTRIBUTION
Set up distribution plan, bags to the storage.
find the right location for Farmers pick up their
storage. bags at central storage

JUN-AUGUST 2014 SEPT-DEC 2014 JAN 2015 -JUN 2015

Fig. 5: Set up phase time frame

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Appendices

Appendix I: What is Azolla?

The Azolla plant, also called ‘the wonder fern’, has several species, indigenous to different areas
globally and is already widely used to manage the ecosystem within rice paddies. Features of Azolla
are:
Relatively easy to manage for cultivation;
The currently used commodity is the education process in managing and utilizing it
effectively (Norval, 2014);
Azolla is rich in proteins, vitamins, minerals and growth promoter intermediaries and the
carbohydrate and fat that the plant contains is very low. The composition of these features
makes the plant an effective feed for livestock;
The plant can be fed too many different animals like goats, pigs and rabbits. For poultry
famers the weight of the broiler chickens increased and the egg production increased with
the use of Azolla. For dairy animals it increases the milk production with 15 percent when 1.5
to 2 kg of Azolla every day (combined with every day feed);
Next to the use of Azolla as feed, it can be used for the cultivation of paddies; on average it
increases the production with 20 percent. The plant is in this case used as a bio-fertilizer for
wetland paddy and is most used in China, Vietnam and the Philippines (Doing it naturally
2010).
In summary, this plant can be used as a bio fertilizer and as feed for livestock. In the district of
Namakkal a lot of poultry farmers are potential customers to buy this plant as feed for livestock. In
this district are no rice fields, thus using it as a bio-fertilizer is not economic viable (CrossRoads,
2010).

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Fig. 1. Azolla ‘The Wonder Fern’

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Appendix II : What is a New Business Model (NBM)?
Sustainability poses the question of whether there is enough for everyone, today and tomorrow. The
answer is not simple. It involves more than saving or improving. It is about being ‘radically different’.
It’s about transformation and transition. We need to work towards a different economy: from a
linear economy to a circular economy. This requires a different way of thinking, living and organizing.

Sustainability in today’s business forms an increasingly important challenge for many organizations.
To facilitate sustainability in business, New Business Models (NBM) are required. In these models,
the complex concept of multiple, collective and shared value creation takes a central place. Value
creation moves from one to a plural dimension, so not only economic values, but also social and
ecological values are important. It also concerns shared value: the core is that people who participate
in the process also benefit from the value they create together. Finally, it is a form of collective
organizing: a process of co-creation and cooperation: creating value for a community. These
principles are the opposite of the more traditional models that often focus on a single (economic)
value perspective (Jonker, Tap and van Straaten 2012).

2.1 Three values: economic, social and ecological

In the New Business Model, transactions

simultaneously generate economic, social and
ecological value(s) (figure 3). These three values relate
to the three P’s of People, Profit and Planet.
Sustainability is embedded in these values. It is not just
about earning money, but also about other things that
Fig. 2. Multiple value creation
create value, such as safety, caring for each other and
caring for nature (Jonker 2012).

Central in the value proposition of the New Business

Model is ‘reciprocal value creation’. The NBM is
concerned with the entire value network. What
characterizes a value network compared to a more
traditional value chain, is that there is a high degree of
equality between the parties: they need each other;
one cannot exist without the other. So NBM are based
on the idea that organizations and communities build a

Fig. 3. Basic elements NBM

(Jonker, Tap and van Straaten 2012, p. 12).
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relation of reciprocal responsibility (Jonker, Tap and van Straaten 2012). This leads to four basic
elements that can be distinguished (figure 4):
1. Basic logic (the values and assumptions that parties share with each other);
2. Strategic choices that are made;
3. Developing and maintaining a value network;
4. Cooperative organizing.

These four elements constitute the building blocks for mutual value creation and at the same time
form an entry barrier for competitors. The ‘earnings model’ is not in the possession of any one
organization or party, but in the hands of the collective (Jonker, Tap and van Straaten 2012).

2.2 Three currents: sharing, exchanging and creating

Most of the NBM are categorized in one (or more) of the following three currents:
Sharing
The sharing of social capital, time and skills is a phenomenon that recurs in many New Business
Models. This type of New Business Models are focused on the formation of partnerships through
which people, ideas, things, data and transportation are shared. Furthermore, in many of these
business models, knowledge sharing and networking form an important basis for undertaking
business. The term 'reciprocity' is related to this (Jonker, Tap and van Straaten 2012).
Exchanging
The second current is ‘exchanging’. This current is concerned with transactions that are made with
alternative payment methods, such as points, credits, hours and saving systems. Furthermore, a
model could be based on the pursuit of transactions without payment, such as the exchange of
services ("if you maintain our website, we take care of your administration”). The models are
characterized by including not only money to sources of capital, but also the social value of
knowledge, networks and attention (Jonker, Tap and van Straaten 2012).
Creating
The third and final current consists of ‘creating’. New Business Models are trying in different ways to
simultaneously create win-win situations and multiple values. For example, a business model can
save energy, reduce CO2 emissions and also create economic profit. The transaction model is then
linked with different objectives. It concerned with creating win-win situations (Jonker, Tap and van
Straaten 2012).

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 2.3 Common denominator: establishment of relationships

The common denominator within these tree currents is the establishment of connections. Without
connections and partnerships, you cannot create exchange and share. The connections often create
all kinds of new configurations of different parties: cooperation between different, often not obvious
natural parties. Individuals, local governments, neighborhood initiatives and large commercial
enterprises are then connected with each other in new compositions. So a sustainable business
model needs to make, facilitate and maintain connections and needs to create involvement and
commitment (Jonker, Tap and van Straaten 2012).

2.4 Seven characteristics of NBM’s

At least seven characteristics of NBM’s can be identified (Jonker, Tap and van Straaten 2012):
1) Forms of cooperative collaboration as a key principle;
2) The creation of multiple values: concerns striving for a balance between values like nature,
money, care and so on;
3) Money is no longer the only medium of exchange. Also time, energy or care may be earned,
used or exchanged. In line with this, the profit (surplus value) is shared with participants;
4) There is an economy based on needs and the utilization of these needs (now and in the
future). To overcome the time delay between ‘deserving now’ and ‘using later’, forms of
credit booklets are used, for example for energy, food or care;
5) Property (ownership) of the means of production is no longer central. "Having access to" is
probably more important. From now on money is paid for use, not for possession;
6) Long term commitment of all partners is important. High level of reliability in the relationship
is important;
7) And Finally: working with alternative types of ‘money’, such as points or time.

Most importantly, NBM’s must be financially sustainable (they can sustain themselves) and linkages,
connections and collaborations with partners must be created and maintained.

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Appendix III : Market analysis
Many factors need to be taken into account when creating a New Business Model for the cultivation
of Azolla. This section elaborates on:

Macro environmental conditions: developments in India which affect the New Business
Model;
Meso environmental conditions: developments in the direct environment of the New
Business Model. The Five Forces model of Porter supports the meso analysis.
These conditions justify the choices that are made in de development and implementation of the
New Business Model.

3.1 Macro factors

Free market economy

Because of the free market economy the rapid population growth has increased the unemployment
and poverty ratio dramatically. The middle class has advantaged from the liberalization of the
market. However, on the country side the poverty still exist. The gap between people in the cities
and people on the rural areas is large. India has the highest poverty concentration of the whole world
(Kastenstelsel, 2014). Since the economic reform, subsidies for irrigation, fertilizers and electricity are
taken away. Next to that, Monsanto, a company that sells genetically modified seeds, is pressuring
the rural farmers to buy their overpriced seeds. The forcing nature of Monsanto is present even in
the rural areas of India (Kastenstelsel, 2014).

Inequality between man and women

The relationship between man and women is unequal. Institutions play a significant roll. The
difference between man and women originates from the cast system. Because of the still noticeable
after effect of the cast system, women are discriminated. They are subordinate in daily life by man
(Kastenstelsel, 2014).Many women will stay dependent their entire life on man. As a child she is
dependent on her father, as a wife on her husband and as widow on her son. When women become
widow they have a chance to become homeless. When this happens, they need to beg for money
and can’t live a financial healthy life anymore (Kunst en cultuur, 2011). Being financial independent
will make the women in India less vulnerable in the future. However, being financial independent
means generating money for a living. The high numbers of illiteracy is obstructing rural women from

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starting up businesses or apply for a microcredit. The percentage of women being illiterate is 50% in
India. This number can vary between the different regions (Verrijp and Willems, 2014). In Namakkal,
male and female literacy were 82.5% and 66.5% in 2011 (Namakkal district, 2011)
Women are not allowed much freedom, they occupy low strata in the family and community and
they are not political empowered (Ramachandran 2014). According to Vermeulen (2013), the deeply
embedded institutions need to change before women will be allowed to start cooperations, getting
financial independent and having a voice in the community. Framing is in this case one of the most
important mains for changing institutional systems. This can for example be done by involving men
that have a high status in the community and might be open for the idea of women working and
maintaining a cooperative.

3.2 Meso factors

Available markets in Tamil Nadu: poultry and diary

The two fast growing livestock sectors in India are the dairy sector and the poultry sector, these
sectors are commercialized which indicates that the sectors are under pressure of fast growing
demand. Poultry is at this moment the most promising sector in terms of production and efficiency.
The growth of the sector is about eight to twelve percent each year (Kotaiah, 2013). India holds the
third position of the egg production in the world (Farm, 2012).

With the growth of the sector, the structure of the poultry production is changed. The sector is
transforming from backyard production into a commercial system. Because of this shift investments
have been made what resolves a rising line of the poultry sector (Agriculture and Customer
Protection, n.d.). However, animal husbandry still has a large share in the sector. In most rural areas
it is in the hands of small and marginal farmers. Nevertheless, even in these regions the poultry
farming has developed into an industry. It becomes a profitable enterprise and provides a stable
income to the rural farmers (Agriculture and Customer Protection, n.d.).

The Tamil Nadu region of India is characterized by the many poultry farms the area contains. The egg
production in this region is the second biggest of India with a production of 10.8 billion eggs per
annum. (Poultry development schemes, n.d.). With this number, Tamil Nadu accounts for more than
17 per cent of the poultry population country wide. Poultry, lorry transport and related businesses
are the economic drivers of the town. Next to the egg production, many different crops are grown
within Namakkal. The poultry sector develops in different speeds concerning the states of India.

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Table 1 shows different states and the development in the poultry sector (Bhardwaj and Kumar,
2005). These data could be leading in the choice for upscaling activities of the New Business Model.

Slow poultry developing regions High poultry developing regions

Northern Region  Himachal Pradesh & Uttar Northern Region Haryana and Punjab
Pradesh
North East & Eastern Region  Assam and N.E. Central region Rajasthan
States
Central and Western Region  Madhya Pradesh Western Region Gujarat and Maharashtra
and Goa
Southern Region Kerala Southern Region Andhra Pradesh, Tamil Nadu
and Karnataka
Eastern Region  West Bengal
Table 1. Development poultry sector 2005

3.3 Five Forces model of Porter

The Five Forces model of Porters sheds light on

sources of competitive rivalry. The threat of new
competitors is significant by the ease of
cultivating Azolla , due to the low costs and fast
growing properties of the plant. Thus the
threshold for competitors is low. In addition to
that, a small investment is needed and there are
low risks of crop failure. Moreover, the threat of
existing competitors is relative high as well. As
mentioned before, Monsanto holds the power of
oblige farmers to buy there seeds for the crops.
Next to Monsanto, Syngenta is an active
competitor in India as well.

The bargaining power of customers is controllable in the New Business Model, due to the special
sales kit that is design for the customers, which regulates the bargaining power. Customers can
choose their own packet that fits them most. When contracts are signed, both parties have their
obligations. However, the bargaining power might be higher when talking about the prices ranges

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that will be set. Azolla is a product that will improve the quality of production, but it is not a
necessary nutrition that has to be fed. The need for the customers is not of a substantial nature. This
means that the cooperation cannot force high prices. The advantage of rural farmers as customers is
the fact that formal communication systems do not (or hardly) exist. Forming a collective group of
empowered customer demands will be hard.

The threat of substitute products is high since there is already feed for livestock available for the
local farmers. However, the advantages of Azolla are more than only nutrition. With the specific
advantages mentioned in the previous section, direct substitution might be hard to find. In addition
to that, the plant can be seen as special as well because of the unique growing speed. Azolla is one of
the fastest growing plants on the planet. Though, it does not need any soil to grow (Azolla
Foundation, n.d.).

Finally the bargaining power of suppliers is low in the set up phase of the New Business Model, since
the cooperation supplies Azolla by themselves. In upscaling phase the supply chain might be
extended which indicates that the bargaining power of suppliers increases.

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Appendix IV: Features cooperation structure

4.1 Why a cooperation ownership structure?

A cooperation ownership structure is suitable for this case since its characteristics contribute to a
socio-economic enhancement of the local farmer communities, for instance the provision of
education. In addition to that, SEEDS has more than 20 years of experience in the establishment of
cooperatives to enhance women empowerment. The characteristics of a cooperation are:
Voluntary and open membership; all women can join, no matter what their degree of
knowledge/skills/strata level is  stimulates social cohesion;
Member economic participation;
Autonomy and independence  results in higher commitment;
Provision of education, training and information  simulation game, more discussed in
depth later;
Concern for the community  contributes to local farmer communities and higher socio-
economic independence of women and their families.

The most essential general advantages of a cooperation for this case are: (Motiran &
Vakulabhranam, 2007):
Provides the women the opportunity to work together and in this way create a stronger
bargaining position;
Provides the possibility to share tangible resources (such as water tanks) and intangible
resources (such as knowledge / cultivation skills) and in this way take advantage of
economies of scale;
Provides the possibility to share input costs such as water tanks, which results in increased
income;
Provides the possibility to create better access to information sharing compared with
‘outsiders’, which contributes to a better knowledge management and in this growth in the
cooperation;
Together the women have more control over the cultivation of Azolla, which results in a
higher food security.

Finally, the major constraints of a cooperation below are tackled (Singh & Pundir, 2000):
Lack of professionalism in management;
Inability to attain financial viability;

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 Lack of good internal work culture that does not contribute to growth of cooperations as
business enterprise.

A cooperation management is developed by peer-to-peer learning, where women are trained in

developing management skills by the management of SEEDS. Thus there is no lack of professionalism
in management. Secondly, financial viability is achieved by collective and individual investments.
Collective investments are investments by all women who are part of the cooperation and is a fixed
percentage of the monthly revenue. On the contrary, individual investments are not a fixed
percentage and the women can choose for themselves to invest or not. The advantage of individual
investment is that the women receive a higher say in the cooperation in return, which has the
objective to create a higher commitment towards the cooperation.

Most importantly, financial viability is achieved by the special financial packages which offers
customers the option to pay in advance, in return for economic and livestock food security. In short,
this means that customers pay in advance for receiving a # amount of kg Azolla, spread over for
instance the upcoming three months (more about these financial packages in 4.3.3). It gives the
customers economic security since they are guaranteed of enough food for their livestock, which
results in the guarantee to sell for instance # amount of eggs or chickens. Thus they are more
guaranteed of achieving their average monthly income. In addition to that, the financial packages
result in economic security for the supplier too, since they are able to accelerate growth more easily
by financial payments in advance.

Finally a good internal work culture is achieved by peer-to-peer learning and individual investments,
of which the latter results in a higher commitment of the women.

4.2 Key objective cooperation: break down poverty cycle and train hard and soft
skills
The key objective of the cooperation is to enhance socio-economic development of the local farmer
communities in Namakkal. To show how this is achieved, see the figure below. The generation of
income provides margins for savings. In turn, the savings are used as investments. For instance, a
small truck can be bought for the transport of Azolla to the local market or technologies for a better
cultivation of Azolla can be bought. As a result, investments accelerate growth which leads to the
generation of (more) income. See the figure below that visualizes breaking down the poverty cycle.

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 Savings Investments

Generating Enlarge
income Breaking cooperation
down
poverty
cycle

Fig.4: Breaking down the poverty cycle

To make this cooperation structure work, we can learn from Project Shakti created by Hindustan
Unilever, since their target group also consisted of Indian women living below the poverty line and in
rural areas (Neath & Sharma, 2008, p. 13). Gavin Neath is the Senior Vice-President of Corporate
Responsibility by Unilever and Vijay Sharma is the former head of Shakti by Hindustan Unilever. One
of their key lessons in achieving rural wealth creation and successful business operation, is that
women with low strata and income need hard skills such as selling, as well as soft skills such as
confidence building. Thus the cooperation management must also provide training in confidence
building which results in social cohesion and a more sustainable future for the cooperation.

The social cohesion contributes to a more unambiguous vision which is needed to overcome future
challenges. According to Neath & Sharma (2008, p. 16), “creating convergence between activities is
the key to progress” and that working together and using infrastructure is an important part of the
solution. The cooperation stimulates the creation of an unambiguous vision by training the women in
all key activities (cultivation, sales, distribution and finance) at first and then specialize them into one
of the parts. In this way every starting women has an overview of all key activities which enables
them to create an overall vision of the cooperation. In addition to that this multi-task training lowers
the internal dependency, since the women can replace each other quickly in case of sickness. As a
result, the training in all key activities in the set up contributes to a lower internal dependency, but
afterwards the specialized training in one of the key activities contributes to interdependency, since
a group of women become experts in these key activities. This interdependency stimulates working
together, which results in empowerment and social cohesion.

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Appendix V: Cost-Benefit analysis

Table 1: Cost-Benefit table cultivation of Azolla (SEEDS, 2014)

Sl.No Details of Investment and Returns Expenditures Income

1. Investment Cost
A Cost towards construction of Cultivation Tanks with low cost 3000
brick-cement Mortar- 3 nos ( 10x 3 x 1.5) @ Rs. 1000 per
tank
B Provision of Silpaulin Sheets to tanks @ Rs.150 per sheet -3 450
sheets
C Provision of Low-Cost Shade materials to tanks – LS 600
D Cost Towards Super Phosphate * 100 gm per tank * 3 tanks 45
@ Rs.15 per 100 gm
E Application of Sand and Cow Dung to 3 Tanks for a year ( LS) 200
F Azolla Seedling * 5 kg per tank * 3 tanks @ Rs. 20 per kg 300
Total Investment Cost 4595 Rps.
Beneficiary Contribution 1295
Grant to Women EURO 40 per head ( INR 80 per head approx) 3200
2 Profit Analysis
A Yield From 3 Pits * 20 Kg per month of Dry Azolla from @ 1000
Rs.50 per kg as sale price ( 20 kg x Rs.50)
B Self utility to livestock/agriculture Say 60 kgs harvested each 600
month from one tank in wet form @ Rs.10 per kg of approx
value
Total Income 1600
C Less reinvestment of mineral mixtures once in 7 days –Super 180
Phosphate @ Rs.45 per week( ie) Rs.180 per month
Gross income from yield and sale of Azolla Per month 1420
Total Income Per year 17040 Rps.

Two -third of the harvest is cultivated routinely from the tank, say daily or twice a week or weekly
and dried. It is expected to have 60-80 kgs of wet Azolla monthly from a single tank. The yield from
one tank will be utilized in a wet form for self need of livestock keeping; say 60-80 kgs and the yield
from further two of the tanks, say 120-160 kgs will be utilized for drying and sales. On drying, the

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Azolla diminishes to 15-20 % by weight and hence yield 10-15 kgs per tank per month. Hence three
tanks are expected to harvest 20-30 kgs of dry Azolla in a month. So, per month a total of 1000 kgs of
dry Azolla will be produced (20 kg * 50 women). These dry Azolla will be bagged in 5 kgs, 10 kgs and
25 kgs. The standard market price of Rs.50 will be fixed per kgs.

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