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Authors:
Niraj Joshi (CEPT University)
Published in:
2017
Version:
26-Feb-2017
Length:
29 pages
Data source:
Field research
Abstract:
This case was written with the support of a Case Writing Scholarship awarded by The Case Centre. In 2010, Arindam and Anirban started Tamul Plates Marketing Private Limited with the vision to produce high quality disposable dinnerware products while providing a dignified means of employment for rural women, youths and rejuvenating the rural economy of the Northeast. The enterprise has since had a significant effect on the village community. Diversifying the rural economy, Tamul has developed a green industry niche and successfully designed and set up a value chain reaching from rural areca nut sheath collectors via village manufacturing units to urban customers. As of 2014, around 2,000 areca nut leaf collectors were earning an income of up to USD160 per month (seasonal). For many, this was the only source of cash income complementing subsistence farming. As 75% o those collectors are women, income is spent largely on improved diets and childrens education. Beyond its own financial and business growth, the model of Tamul Plate Marketing stimulates much-needed economic development in the secondary sector of rural communities relying on subsistence farming. Most employees of Tamul are women from the local community itself. The most admirable aspect of this social venture was the founders vision of adhering to the triple bottom line business model encompassing people, planet and profit. It is quite remarkable that none of its products use harmful chemical ingredients. Currently, Tamul products are primarily sold through wholesale and retail store partners spread largely across Northern and Eastern India and to a lesser extent through niche retailing partners. The latest annual revenues for Tamul stand close to RS1.5 billion or USD238,095 roughly. With a good market presence in the North-east of India. Tamul is exploring the prospects of partnering with mass market e-Tailers to target customer bases in Tier II and Tier III Indian cities. This would not only generate more employment opportunities for the youth and women of Indias North-eastern states but also enable it to compete with other disposable dinnerware manufacturers who have already adopted the e-tailing channel. This further reduces the likelihood of young men joining insurgent groups. This case has been featured on our website, click to view the article.
Learning objectives:
1. To understand the challenges associated with starting a social and eco-enterprise in an insurgency prone area. 2. Managing a successful social and ecological enterprise including business modelling. 3. To examine the economic viability of green enterprises such as Tamul.
Settings:
Northeastern India, Disposable dinnerware, 2015-16, USD158 million enterprise; Global market according to 2013 figures-USD48.6 billion in 2013
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