1.

Introduction:
The term MART stands for Marketing And Research Team. MART, as an organization, is
comprehensively providing solutions to both corporate and development agencies operating
in rural sector. MART provides consultancy services in the areas of micro enterprises and
rural marketing. It employs a strategic business approach to rural development projects that is
founded in an understanding of micro markets. Today MART has emerged as India’s leading
rural marketing and livelihood promotion support agency. Mart provides strategic support to
various livelihood programme like MP-DPIP, AP-DPIP, AP-DPIP, AP-RLP, WORLP,
KAWAD, and NGOs like CARE, Action Aid, and Oxfam etc. The services offered by MART
include rural research, strategy formulation, and partnering clients in implementation;
managing events and conducting training programs.. It provides a learning platform for
information on the rural sector by regularly conducting workshops and seminars, for
corporate managers to develop a better understanding of rural consumers, communication
needs, distribution issues and pricing, through interaction with experts and for development
agencies, to gain a better understanding of livelihood promotion and marketing of rural
products. It is not an NGO; it has been registered under company Act. It is a profit making
organization.
2. History:
After a long and successful career in the corporate sector, Mr. Pradeep Kashyap, dedicated
himself to developmental work in India's rural sector. Over the years, becoming World Bank
and UN Consultant and winning the prestigious Jamna Lal Bajaj Award, finally founded
MART in 1993 to give an organized structure to his efforts. From 1993 up to 1995-96, it was
the vision of Mr. Pradeep Kashyap which was important for guiding the organization but after
1998, the team vision was taken into consideration.

3. Mission & Vision: There is nothing as such which has been demarcated as the mission
of the organization. MART has the vision to be the most respected agency for rural marketing
and rural livelihood promotion. The ethos behind MART vision is, as Managing Director
Pradeep Kashyap quips, “a business mind with a social heart”.

4. Methodology
The main tools applied for the study were:

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Interviews: We discussed with the team members present at the state office about the
organization from different angles with the help of checklist. Our discussion was also held
with the members working at the field. We tried to understand the organization objectives and
how they were proceeding to fulfill the same.
Literature Review: Our reporting officer gave us some reports of the organization to read. We
also went through different literature available at the MART office so as to gain some
knowledge about the organization.
Observation: Whenever we were in the office we observed the way the members were
working to understand the internal environment and the organization culture.

5. Organization structure:
MART has almost flat organization structure. It has two levels of Vertical differentiation. At
the top is the Chief executive officer, he is the soul decision making body on some very
important issues but almost all the decisions are taken by state units. At the next level are the
state wings of the organization. Each wing has its team comprising of several team members.
The membership of the team is not fixed. It varies from 5 to 15. The Orissa Team has 5
members in total. Each team has one team co-coordinator. The team coordinator is no other
than one of the members of the Team. He has no extra power yet other members generally
appraise them of their work performance but its not compulsory for them. Mostly the senior
most team members are given charge of team coordinator. Generally team coordinator has the
experience of working in more than one state wing. In Orissa Team, out of 5members 3
members remain at the Bhubaneswar office and two members remain at the field for program
implementation. MART team has 3 subdivisions 1.Rural Development Team 2. Rural
Marketing Team 3. Accounts Team
Rural Development Team comprises of Team members with one Team coordinator while
Rural Marketing Team has in addition to team coordinator, one Project coordinator also. This
designation of Project coordinator are not allocated on the basis of seniority but on the basis
of initiative taken by the member. The member who takes the initiative to handle a project is
Project Coordinator for that project. The Accounts department has the responsibility to deal
with all the financial matters. It is the responsibility of Accounts department to send the
salary to each member on time.
At present MART has an ever-growing presence in about 10 states of the country. Its
corporate office is at New Delhi. Besides this, it has regional offices at Bhubaneswar in

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Orissa, Bhopal in Madhya Pradesh, Chennai in TamilNadu and Hyderabad in Andhra
Pradesh. In addition to it, it has project offices in 5 different states. These are in UP, WB, AP,
Maharashtra & Rajasthan. These project offices change when the project comes to an end.

CEO / TL

R.M.T R.D.T Accounts

Team Project Team

Coordinat Coordinat Coordinat

Team Team
Member Members

5.1 TEAM
A total of 100 professionals are working in MART. For purposes of functional efficiency,
MART has a Core team, at its head office in Delhi supported by Regional Offices that
develops the strategy, in tandem with clients and its own experts in the field.
At the field level, operations and activities are divided into two strategic teams. Each of
which operates independently in the field, under the overall stewardship and direction of the
MD, Pradeep Kashyap. Though operating independently of each other, each team has close
interaction with the other, to share its experiences with projects in the field, to broaden and
enrich its learning experience.
a) Rural Marketing Team b) Rural Development Team

5.1.1Rural Development Team

MART Rural Development Team specializes in livelihood promotion. It is based in rural
areas to obtain a greater understanding of the issues at hand. It offers a wide range of support
services to NGOs and DRDAs. Its 3M model has been widely implemented across various
states as a practical approach to Business Development Services. The various activities of
RDT include:

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 • Capacity building of Stakeholders
• Creating Market and Institutional Linkages
• Conducting Training of Trainers (TOT) programs on subjects such as Micro
Enterprise Development and the marketing of rural products conducted
extensively for various NGOs and government agencies.
• Organizing and conducting Workshops/Seminars on topics such as Micro
Enterprise Development, Business Development Services and Marketing of rural
products.
The Rural Development Team has its excellence in:
• Feasibility studies to assess market potential
• Techno-economic studies to map village characteristics, present status of non-farm
activities, demand/supply pattern of product/services, skill/resources, market
availability.

5.1.2 Rural Marketing Team

Rural Marketing Team has been established to transfer knowledge about rural people gained
through development work for tapping the huge potential rural market by the corporate
sector. With its corporate expertise and in-depth knowledge of rural markets, MART is able to
formulate a full range of marketing strategies required to tap the potential of rural consumers.
The specific strength areas of RMT are:
• Test marketing of new products in a pre-selected area. Complete support services
such as marketing and distribution system development
• Pilot implementation of marketing strategies in selected districts. The learnings
are documented for scaling up strategies.
• Development of new distribution channels. Women Self Help Groups(WSHGs)
have been initiated as channels for redistribution.
• Piloting of promotion strategy for use in Haats, melas, mandis, and farmers meets.
• Piloting of promotional strategy using traditional folk media.

6. Organization Evolution:
Till 2004 most of the documentation work or Report making at MART was done by its staff
either by Pen & paper or Using Computer at Cybercafe.But This year organization has with it

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one desk top computers and two Laptop computers for its members. Earlier for the field staffs
there was no transport facility, they were managing it by own , only the traveling charges
were reimbursed but now for two field staffs there are two Jeeps for all weather accessibility
to rural areas.
Since 1993 the logo of MART was not of any significance or it was not depicting anything
special about the organization. It was created on the basis of Chinese Fengsui like model
which was supposed to bring a lot of progress for the organization. This logo continued to be
the part of organization till 2004 when two Management graduates from MICA came to
MART for Training and their assignment was to study in detail about the logo of the
organization and find out whether the logo truly represents organization’s characteristics and
suggest the change, if any. These students then suggested the new logo which was highly
acclaimed and adopted by the organization as new logo of the organization. The present logo
expresses a lot about the mission and members of the organization. In the new logo it has
been that shown two person shaking hands. These two persons indicate Rural development
and Rural Marketing. Shaking of the hands show that Rural development and Rural
marketing go together. Also two persons are equal in height which shows that they are equal
partners. Head of the persons are bowed forward which shows that MART members are
polite professionals. MART in bold letters indicates that they are highly professional. At the
bottom of the logo its written RURAL SOLUTION in somewhat cursive manner which
shows progressiveness of the organization.

Old Logo New Logo

7. Organizational Culture:
MART has very strong Organization culture as a result of which it is very least concerned
with developing formal rules and regulations to guide employee’s behavior. The culture of the
organization has been shaped in the way it best fits its strategy and environment. It
emphasizes on Individual initiative, Risk taking, high integration, Tolerance of conflict and
high horizontal & vertical communication. In MART, an employee always has Knowledge
based growth. If a project comes in any of the Branch office then it is all at the discretion of
local team members to take the decision whether to accept or reject it. If at all there is some

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critical point in the project then the team members discuss it with the MD and clarify as to
whether to accept it or not. There is nothing as such that only the senior and more
experienced members of the team will be given the opportunity to handle it, a novice (with
proven competency) also has the equal opportunity to grab it. He gets an equal chance to
analyze and understand the project first. Then he prepares the plan as how to proceed with it.
In all these activities the person gets the full support of all its team members. The
organisation encourages innovative and risk taking ability of its employees. In case of Rural
Development Team (RDT), these aspects are taken much care. The Team members identify
and analyze a particular situation, for intervention purpose, at times, much risk is taken.
There was a case when in course of establishing market linkage for the Mahua flower; at the
last moment concerned trader denied purchasing the produce because the villagers in order to
weigh more added water which degraded the quality of the produce. After intense
negotiations with the trader the deal was struck and the team was able to successfully
complete the higher market linkage.
MART always emphasizes on high level of integration among its members both within a unit
and in between the other units. The less number of employees strength also necessitates the
need for high level of integration. There is much co-operation among the members of the
teams. If a unit takes up a project for which there is requirement of a person having sound
knowledge in a particular field, and if such a resource person is there in any other state units,
in such a situation that person comes to the required unit and helps in best possible way he
can. Hence, all provide their best possible efforts to work in a coordinated manner for
successful completion of the project.

The organization has no formal rules and regulation as such to guide the employees in their
daily work. All the employees are left over their own to work. Self monitoring is the basic
principle of this organization which requires no formal supervision of the staffs. In fact the
freedom given to the employees is the biggest challenge for this organization.

There is culture of direct horizontal and vertical communication at every level of the
organization. The noteworthy point about the organization is that the Managing Director, Mr.
Pradeep Kashyap is accessible to everyone at any time. Everyone can contact him directly.
There is nothing as such to take permission prior to meet him. There is no hierarchical system
of communication; in fact there is no hierarchy as such in the organization.

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Till date there is no internal or external conflict in the organization. The senior members in
each team are well acquainted with the team building approach. They have imbibed some of
the important principles of Mr. Pradeep Kashyap and are now expert enough in handling the
critical issues which may lead to conflict in the organization.

Regarding the recruitment technique there is no formal procedure. It has also been
decentralized. The Branch office staff selects a person on the basis of its needs after proper
discussion with the person concerned, who wants to join the team. The person is required to
show his credentials and potentials within a given period of time, which should be acceptable
to the team members. Once the person shows his worthiness he will be confirmed as member
of the team otherwise he will be asked to leave the organization.
Besides this the team members are required to appraise the MD at New Delhi about the
decisions along with the reasons to recruit the new member.

The organization has a very praiseworthy system of transmitting its culture to the new
members. Senior colleagues act as a coach to further and mold the new members according to
the customs of the organization. Once a new member joins the team, the senior team
members take him on 1-2 days tour to nearby tourist place for which the expenses are bear by
the organization. There along with, sensitizing the novice with the custom of organization,
they also enjoy the tour with the new member. There the senior members tell them about the
mission and vision of the organization. They narrate some key decisions of the organization
founder Mr. Pradeep Kashyap, which has great affect on the future. They tell them about the
use of language as way to identify members of the team. All the members in the organization
are generally called by their names. The novice is also made aware with the perks given for
good performance in the organization.

MART believes that once the members will be paid sufficiently for their effort, they will have
enthusiasm to work with full devotion. It has a system of annual increase in the salary of its
members. The increase percentage is on slab basis and it changes year after year. It is not fix
that the increase will be only once a year. It has been found that in one year there are 3 times
changes in the salary. This increase in salary is irrespective of the performance of the
member. It is same for all in a given slab range in the organization.

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 In addition to this, there is also provision of performance based increment. If a particular
member performs well in the organization then the grading of its performance will be done as
Excellent, Very good or good and accordingly there will be an increase in his salary.
Besides this, there is annual get together of all the MART members in Delhi. The get together
takes place in a hotel and there every one gets a gift voucher of their choice.

8. Organization environment
The external environment is always organic in nature. On one hand the members are dealing
with rural people to bring out the information by research and to build the capacity of
individuals and on the other hand they are also dealing with the project implementing
agencies and the clients like NGOs and Funding agencies and the Govt. Multi-professional
skills of the members help them to handle the situation. Though there is some competition
from the independent consultants in this field but organized approach of MART gives it an
upper hand in this case. Also the uniqueness of expertise in attaching marketing with
livelihood promotion helps the organization to remain well ahead of the other competitors.
Lack of human resource in MART is overcome by acquiring the helping hands of the project
implementing agencies in the field. And where there is no such facility the organization tries
to take the help of the existing supporting structure or temporarily hire some personnel for the
particular project.
Rural development projects of the Govt. requires in-depth understanding of the issues related
to it .So to convince the officers at the collector level MART team is always ready to give a
good presentation of any project of this sector to acquire it. Highly skilled professionals are
really worthy to take such kind of initiative.
Internal environment is full with scheduled events. The enriched familiar culture and the
maturity in the team members are sufficient enough to avoid any kind of conflict among the
them regarding any issue. Co-ordination and communication among each other inside and
outside the office (with the help of mobile) are the key factors to keep the environment
conducive and provide creative atmosphere to work.

9. Organization Design:
The type of Organizational design which MART has can be best described as Adhocracy. But
this design also does not fully depict the MART’s characteristics, in the sense that, each of the
MART’s project offices and branch offices act as set of autonomous units, coordinated to

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some extent by Central headquarter at New Delhi. MART is characterized by low vertical
differentiation, low formalization, decentralization and great flexibility and responsiveness
but unlike Adhocracy it has low horizontal differentiation. Vertical differentiation is low
because many levels of administration may restrict the organization’s ability to work in
varied condition also needed for supervision is minimal because team members have
internalized the behavior and work ethics required. Here when faced with a problem, there is
no standardized program to solve it. They always look for a novel solution so standardization
and formalization are inappropriate for it. Decision making here is decentralized. It is
necessary for speed and flexibility; also because senior members cannot be expected to
possess the expertise necessary to make all the decisions hence decentralized team of
professionals takes most of the decisions. The distinction between managers and workers is
minimized since the organization is essentially run by professionals. This has resulted in the
team to be pool of experts which innovate, solve unique problems and perform flexible
activities. In the team, there is no single member who has the sole power. For a particular
project, there is one member who undertakes it and power flows to him regardless of his or
her years of experience in the organization. Co-ordination between team members is through
mutual adjustment. As project changes, so do the activities of the members.

10. Organization Technology:

The technology which MART utilizes is of non-routine type. Non-routine technologies are
used for the changing strategies that the organization uses. There is high level of task
variability. There are wide differences in the way the various projects need to be dealt with.
Also the organization provides various types of consultancies which differ widely in their
nature. Besides this, the Problems which the members face in course of their action are also
ill-defined and unanalyzable. The team depends on its earlier experiences and intuition to
draw out a solution for the problem. There is no defined sequence of steps that can be
followed in carrying out the work. It relies on the expertise of professionals to provide the
right response. The technology is complex in that it will draw on the talents of diverse
specialties. As in non-routine technologies, so here also team members’ can exercise high
level of discretion for completion of their job. It in turn makes use of coordination and
integration of specialized and diverse skills. Each team units are decentralized and they act as
autonomous body. There is high level of interaction among the team members and very low
formalization.

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11. Organization Strategy:
The services offered by MART cover rural research, strategy formulation and partnering
clients in implementation; managing events and conducting training programs. As the MART
has two wings, one is Rural Marketing Team (RMT) and the other is Rural Development
Team (RDT)s, the former focuses on rural marketing and the latter specializes in livelihood
promotion for development agencies. Its corporate level strategies includes its business level
strategies for new product introduction, Communication and Positioning strategies, Rural
distribution strategy and other complete strategic services. The various business level
strategies include strategies for
• Launching new products: Packaging, pricing, channel selection and promotion
• Promotion through traditional media( haats, Melas, mandis)
• Relationship marketing through consumer meets.
• Developing brand positioning and brand building.
• Customizing rural specific distribution channels to enhance geographical reach
and retail penetration.
• Distribution channel development and management.
• Benchmarking of trade practices.
• Sales system development support through preparation of business and marketing
plans, creation of promotion strategies and training of marketing teams.

MART has adopted Marketing Differentiation strategy to create a favorable image for the
services provided by it. It gives value for the money which they charge from their clients by
providing them quality services.

12. Members Turnover

In last ten years the employee turnover is at its minimal. The reason being MART’s familiar
job culture. The requirement process is such that every state unit is given independency to
recruit new members whenever they feel the need of it .The state unit try to select a person of
same wavelength who can work with them with team spirit and with a familiar culture.
MART is also giving enough opportunity for its team members to excel in the related field.

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Anyone who is interested can lead a project. The remuneration in comparison to the job is
quite enough to be satisfied with it.

13. Services Offered

MART has conducted 100 programmes on livelihoods promotion, micro enterprise
development and marketing and trained over 2,000 staff of NGOs, DRDAs and other
development agencies. These programmes have been sponsored by The World Bank,
UNICEF, UNDP, CAPART, NABARD, SIDBI, KVIC, CARE, PLAN International, APRLP,
DPIP-MP and AP and others. Some of the more recent and significant programmes are
described below briefly

Sponsors/year Duration Participants Topic

A.P Government/ 3 days in 150 staff of DRDAs Micro Enterprise
2000 each and NGOs from all 22 Development and
location districts of A.P at 5 Marketing based on
locations in A.P MART's 3M Model.
KVIC/2000 2 days 100 Khadi agencies Developing marketing
staffs at Delhi strategy
CARE/2001 3 days 25 CARE staff from Formulating Business
all offices in the Development Services
country at Delhi strategy
SIDBI/2002 4 days 22 SIDBI partner Micro enterprise
NGOs from North/ development and
East India at Delhi marketing

MART has organized the following national workshops and seminars

• Two CAPART workshops
“Marketing Rural Products” at IRMA, Anand, 1989, and
“Role of corporate sector in Rural Development” in H.P, 1990
• SIDBI round table “Marketing Strategies for Decentralized Sector, New Delhi,
1994.
• NABARD workshop “Marketing Strategies for Non Farm Sector”, New Delhi,
1995.

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 • UNDP seminar “Handmade Paper: Emerging Global Opportunities”, New Delhi,
1995.
• SIDBI seminar “Growing Rural Markets”, New Delhi, 1996.

Capacity Building
MART is a field support agency. It works very closely with the staff of the implementing
agency and become partners in the process of designing and implementing a project. Through
this hand holding approach it is able to build capacity of the implementing agency staff on a
continuous basis. The letter ‘T’ in MART stands for Team because it believes deeply in the
team spirit philosophy. It inculcates team spirit in the implementing agency staff through
team building exercises and workshops on a regular basis

14. Mode of Operation in WORLP, ORISSA

WORLP invited MART to discuss the scope for the partnership between the two institutions.
MART’s presentation led to an intensive discussion at the end of which it was felt that MART
could provide vital support towards promotion of livelihoods in the project area. The
expertise of MART in the area of marketing was found to be the most critical intervention for
the project. However, the discussing group felt that a team from MART should visit the
district to understand the ground situation. Subsequently a two-member team visited Bolangir
and spent two days. A series of discussion were held with PD-WORLP, CBTs, PIAs, villagers
and the District Collector. On its way back the team met PSU members in Bhubaneswar and
shared their findings and observations. Finally, the following emerged as areas where MART
could provide support to the project.

• Development of strategy and operational plan for livelihood promotion in the

project villages with the support of CBTs and PSU.
• Support CBTs in the implementation of village livelihood plan by building
capacity of SHGs, village level leaders, volunteers (animators/Para-workers)
WDTs, LSTs etc.
• Promotion of market led income generating options among SHG members and
strengthening of micro markets by linking SHG members to haats.
• Developing a strategic business plan for promoting selected major activities in the
project area. MART to play a critical role in studying the activities and preparing

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 plans on pre production, production and marketing. MART would play a major
role in making these initiatives sustainable as well as in developing a support
structure through institutional arrangement of service providers, technical experts
and marketers.
• Initially MART to focus on six blocks (4 in Bolangir and 2 in Nuapada) where
various initiatives have already been started.
• MART to provide capacity building inputs on livelihoods and marketing to other
KBK districts periodically so that learning is adopted by the state watershed
development programme.
• MART to work in close coordination with PSU to organize workshops and
seminars to ensure convergence of various state departments and influence policy.

14.1 Objectives of the Strategic Support

MART as an institutional partner of WORLP works towards the following objectives.

• Promotion of locally sustainable and market oriented economic activities at the

village level.
• Promotion of micro market concept in the watershed villages for increased market
access and control to SHG members.
• Promotion of major livelihood opportunities of selected blocks by creating better
market opportunities and improved service delivery mechanism.
• Enhancement of capacity of various stakeholders of watershed programmes on
livelihoods and marketing in WORLP and KBK districts.

14.2 Scope of the work

MART State and District Teams work in close coordination with PSU, CBTs, PIAs and SHGs
to take up various tasks in a phased manner. Following activities form part of this.

• Opportunity mapping in the project area by analyzing the skill, resources and
market
• Sensitization and motivation in the project villages among SHG members and
others to initiate various sustainable economic activities

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 • Capacity building of various stakeholders
• Initiation of enterprises by interested SHG and other individuals

• Development of market and key activities in the project area by:

a) Promotion of micro market by strengthening the haats and creating new haats
wherever feasible
b) Promotion of key activities in the specific clusters by Identification of few key
livelihood opportunities

14.3 Team structure and Responsibilities

MART earmarked a four-member team led by the State Coordinator (SC) along with three
Field Coordinators (FC).

State Coordinator coordinates with PSU (Project Support Unit of WORLP), and would be
responsible for strategy formulation, state and district level training; downwards flow of
strategic inputs to districts and implementation. He provides strategic guidance to FCs and
supervises and guides their activities. He takes responsibility for workshops (related to
livelihoods, marketing etc.) at state and district level, seminars, exposure visits,
documentation and replication of best practices. Creating Convergence with other
government agencies through PSU are also his responsibility. To undertake the above tasks,
he is making regular field visits to districts. He also visits all districts every month.

Field Coordinator gives fulltime in the district to coordinate with CBT and is responsible for
facilitation of implementation at PIA (Project Implementing Agencies) level. He works
closely with PIAs (WDTs and LSTs). He conducts village level opportunity mapping through
LSTs based on local skill, resources and market; analyze the mapping, develop village and
PIA wise plan. He organizes district level livelihoods trainings. He also organizes monthly
meetings with CBT and PIAs to discuss progress and plan for the next month. Need based
support is provided by him to PIAs, SHGs in implementation of the activities. They are
responsible for developing key activities in the project area, conduct need based study,
analyzing the value chain, identify the gaps, develop an intervention strategy (with support of
SC), prepare business plan for each selected activity, create partnership with other relevant
institutions, develop market for the product etc. Apart from this they are involved in

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establishing new haats and conducting melas at the district level with the support of MART
Livelihood District committees and CBTs.

14.4 Support required from WORLP

In order to achieve the objectives set above MART and WORLP are working in close
coordination. Following support are rendered by WORLP during the project period to ensure
smooth implementation.
• PSU ensures the participation of district and sub district team in the activities to be
taken up by MART.
• WORLP ensures the release of fund for agreed interventions
• WORLP arranges logistics support for all training programme and workshops and
bear the cost of the programme.
• WORLP bears the cost of resource persons (if required) hired from open market
for specific CB inputs.
• WORLP issues contracts and release payment to partners for specific supports in
developing particular economic activities.
• WORLP conducts regular meeting to review progress and communicate MART
for addressing the issues.

14.5 Progress review and monitoring

The following methodologies are used for progress review for smooth functioning of the
implementation of the project.
• MART submits a monthly report to PSU on the progress and plans for the coming
month
• A bi-monthly meeting is held at PSU to discuss the progress and to develop an
action plan for future
• Joint field visits by PSU and MART is made to the districts to evaluate the impact
periodically
• PSU and MART are conducting need-based meeting to discuss any specific issues
of emergency.

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 • PSU and MART jointly considers mid term corrections in the implementation as
and when required.
14.6 Financial understanding
MART earmarks a 4 member team to provide on going support to PSU, CBTs and PIAs.
State Coordinator operates from Bhubaneswar, Field Coordinators from district headquarters.
• Travel Allowance for team members: Field Coordinators hire two jeeps for
traveling in the project area @ Rs 15000 per month.
• Daily allowances for stay and food for SC is Rs 800 per day (12 days per month)
• House rent for each DC @ Rs 1500 per month.
• If MART members are required to visit outside WORLP project area (beyond
Bolangir) then the expenses are borne by PSU-WORLP.
• Agency administrative and contingencies charges of MART @ 10%

• Government service tax @ 10 %

14.7 Payment Terms

• 30% at the signing of the contract
• 20% at the end of every 3 months
• 10% on completion of assignment and submission of final report

Item of expense Unit Quantity Unit Price (Rs) Amount (Rs)

(a) Salary
State Coordinator (SC) Month 12 35000 420,000
3 Field Coordinator (FC) Month 36 25000 900,000
(b) Travel
Vehicle for FCs Month 24 15000 360,000
(c) Daily Allowance
SC (12 days in a month) Day 144 800 115,200
(d) Stay
District Coordinator Month 36 1,500 54,000
Total 1,849,200
MART Administrative, contingency and overhead costs @ 10% 184920
Total 2,034,120
Government Service Tax @ 8% 162730
Grand total 2,196,850
(rounded off) 2197000

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15. Innovations:
Till date MART has come up with innovative approach, breaking news ground and providing
fresh solutions. Some of the MART,s successes with regards to Innovative Approaches are as
follows:
• Use of indigenously developed rural research tools to facilitate better
understanding of rural consumers.
• Introduction of Women Self Help Groups (SHGs) as a new rural distribution
channel for corporate products.
• Use of rural haats, mandis and mobile traders as new channels for promotion and
distribution.
• Introduction of Gram Shree Melas in 1989 for CAPART, for sale of rural products
in towns. Over 175 exhibitions already held across the country.
• 3M (Micro planning, Micro finance, Micro market) Micro Enterprise
Development Model.
• Establishment of Rural Superbazars.
• Micro Enterprise promotion Mela.

16. Major Projects/Assignment

The Major projects undertaken by MART are as follows:
World Bank-
• Strategic Support to DPIP MP for Livelihood Promotion and Market
Development,
• Techno-economic survey and Haats study for UPLCD (UTTAR PRADESH)

DFID-
• Study to develop a basis and strategy for business promotion and market
development for WORLP ( ORISSA)
• Strategic and professional field support in Micro-Enterprises development for
APRLP (ANDHRA PRADESH)
• Strategic Support for marketing of Agro Products and non land based activities in the
watershed areas ( KARNATAKA)
• Study of “Marketing of Ramtilla (Niger) crop for MPRLP (MADHYA PRADESH)

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RUDA
• Feasibility study for strengthening Khadi, Woolen sub sector and baseline survey
of leather cluster( Rajasthan)

GOVT. OF MADHYA PRADESH

• Setting of marketing system for DWCRA products ( Madhya Pradesh)

CARE INTERNATIONAL
• Situational Analysis in slums of Berhampur and Kanpur and MART's 3M Micro
Enterprise Development Plan in , Orissa (Berhampur), U P (Kanpur), Bihar (Ranchi)

GOVT. OF ANDHRA PRADESH

Professional Field support to SHGs and Samakhyas for Livelihood Promotion and Managing
Activities of 11 Mandal Marketing Staff of DPIP, Chittoor, Andhra Pradesh.

HLL- Project Shakti extension of dealership for rural women (SHGs) Assam, AP,
Chhatisgarh, Gujarat, Karnataka, MP, Orissa, Punjab, Rajasthan, TamilNadu, UP, and West
Bengal.

17. Strategic Alliances:

In order to facilitate its learning process in rural India and implement its strategies in the
field Mart has formed strategic alliances with some key organizations, who have also
been working in the Rural India and in the field of Training. These organizations have
contributed significantly through their specific area expertise and their domain knowledge
and experience. These organizations are:
• National Institute of Sales (NIS) Sparta Ltd., a group company of NIIT Ltd., for
facilitating mass roll out of rural marketing and rural development training.
• Rediffusion DY&R, for brand communication and Brand management support for
rural markets.
• Anugrah Madison, Chennai for rural communication.
• Rural Relations, Pune for direct rural marketing.

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 • Sampark Marketing & Advertising Pvt. Ltd., Mumbai for rural advertising and
promotion.
• IAG, Mahima, a registered group of mobile traders for taking brands directly to
rural home.

18. SWOT ANALYSIS

A) Strength

• MART possesses a good team of professionals with varied skills and long
experiences .They are very much committed to their work.

• Team spirit is maintained due to high level of Co-ordination and communication

among the members.

• Quality of the intake projects is maintained due to working with replicable and
cost effective models

• Mixing marketing with livelihood in most of their projects give the organization
an upper hand.

• It is able to provide consultancy to both development and corporate bodies

working for the rural sector.

• Pilot research with subsequent strategy and implementation and training for
the capacity building of the project implementing agency are the four pillars for
the.

• Low level of employee turn over due to familiar work culture.

B) Weakness

• The organization possesses very less number of employees for which sometimes it
has to loose big projects from hand.

• Again lack of infrastructure and human resource of its own forces the organization
to depend upon other agencies.

• Poor job description burdens the individuals in the organization.

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C) Opportunities.

• Numerous Government projects are coming for the rural development with a
marketing orientation. Also response from the Govt., NGO and corporate bodies is
overwhelming.

• Demand for consultancy for the project implementation is increasing .As MART
is giving research based planning for the above and subsequent training for
capacity building of the stakeholders; hence it has a long way to go ahead.

• There is a scope for catering the need of different sections of the livelihood
promotion.

• There is lack of competitors in this field.

D) Threat

• Overdependence on the workforce of other agencies sometimes hampers the

progress of the projects.

• During the implementation of the marketing projects hampering the interest of the
middlemen may pose danger to the organization.

19. LEARNINGS

It was an enriching experience for us after returning from MART. We observed the dynamics
in the organization; how only five members were keeping co-ordination among themselves to
handle so many projects at a time. We felt the importance of communication as time and
human resource were constraining factors for day to day activities. We learned how
internalization of the value of the organization and self monitoring motivate them to work.
We saw the members helping each other to prepare for a presentation before any client.

We felt a large gap between the theoretical understanding and practical learning. As the most
of the frameworks of the theory were not applicable in the field level; sometimes it was a mix
of different framework and sometimes a different framework was required to understand the
situation. We learned how the organization is working in the 3M model i.e. Microfinance,
micro-planning and micromarketing to develop a replicable and sustainable micro-enterprise.

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The core activity of mixing the marketing with livelihood promotion with innovative ideas
was really praiseworthy.

In our visit to villages in the OAC, we learned how to handle the external environment where
interests of different stakeholders were involved. We observed and felt the difficulty of
extracting the information from the villagers and the kutchias with the help of questionnaire
.So we learned to build rapport with them first and work with the help of checklists and
innovative tools.

We observed how MART is linking the corporate bodies with the Community Based
Organizations in the rural areas in different projects. We also enriched our learning by
remaining present in different training programme of the organization.

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 Annexure-I
Clients List

Rural Development Rural Marketing

Action Aid, India Balsara

APRLP Dabur

CAPART Eicher

CARE, India Escotel Mobile

DFID Glaxo

DPIP Grasim Cement

KVIC Hindustan Latex

NABARD Hindustan Lever

OXFAM Marico

RUDA Monsanto

SIDBI NIPPO

SEWA TTK, Prestige

World Bank

UNICEF

Annexure-II
Profile of Team Leader

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Name Pradeep Kashyap
Profession Livelihood Promotion and Rural Marketing Expert

Date of Birth May 30, 1947

Years with Firm Since 1991
Nationality Indian

Membership of National Committees

Organisation Committee Chairperson

PM’s Office Institutional Finance to Unorganized Sector Secretary to PM
A P Govt Employment Mission Chief Minister

NABARD, Mumbai National Advisory Committee on NFS Chairman, NABARD

SIDBI, Lucknow National Marketing Committee Chairman, SIDBI

KVIC, Bombay Expert Committee on Marketing Pradeep Kashyap

CAPART, Delhi National Marketing Committee DG, CAPART

Key Qualifications: An acknowledged authority on rural marketing and livelihoods

promotion, he has been actively involved in guiding policy, strategy and implementation with
central and state governments, promotional organizations, donor agencies and international
NGOs in India. He is a recipient of the Jamna Lal Bajaj Award for his outstanding
contribution in rural development.

1. Conceived, planned and organized "Gramshree Melas" as Marketing Advisor, CAPART.

Till date 175 melas registering a sale of Rs 30 crores benefiting over 1, 00,000 rural
producers, mainly women have been held in 60 important towns and cities of India.
2. Between 1990-92 worked as UNICEF consultant under DCWRA program in M P to set
up marketing system in the districts through a team of young professionals. Prepared a
feasibility report for a State Women’s Economic Development Corporation
3. As Team Leader implemented the WEMTOP (women’s enterprise management training
and outreach program) project of The Word Bank in Rajasthan which aimed to empower
poor rural women through management training inputs and on going technical support
services over 3 years.
4. Conducted 95 training programs on micro enterprise development (livelihoods) and
marketing for 2,000 staff of NGOs, DRDAs and development agencies
5. Team Leader for the Techno Economic Survey of 1100 villages and 188 Haats Bazars
study in 15 districts of UP under The World Bank supported SWA-SHAKTI project being
implemented by UPLDC, 1996-98.
6. Team Leader for the state level strategic support consultancy under the A P Rural
Livelihoods project supported by DFID. Inputs include Livelihood Promotion strategy
development, consultation with project team and partner NGOs, implementation and
monitoring
7. Team Leader for the national Level strategic support consultancy to HLL for SHG – HLL
business promotion project – ‘Project Shakti’. Inputs include strategy development in
consultation with HLL, support to state level implementation team and coordination with
government and NGOs.

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8. Team Leader for the state level strategic support consultancy under the DPIP-MP
supported by the World Bank. Inputs include Livelihood Promotion strategy
development, consultation with project team at State and District level, implementation
and monitoring

Education

Years Institute Degree/ Diploma

1964-69 Birla Institute of Bachelor of Engineering
Technology & Science, (Electrical)
Pilani
1973-74 YMCA Institute of P G Dip in Business
Management Studies, Management
Delhi

Employment Record

From 1993 to date Managing Director, Marketing And Research Team (MART)

As Team Leader have implemented several national level projects for the central and state
governments, bilateral and multilateral aid agencies, leading NGOs in the areas of rural
marketing, livelihood promotion and micro enterprise development.

From 1987-1993, Marketing Advisor, CAPART, UNICEF and KVIC

Corporate Sector Employment

1984-87 Denso India Ltd (100 % subsidiary of Head of Marketing

Denso, Japan, World's largest auto ancillary)

1976-83 MICO Ltd (part of BOSCH group, Germany) Regional Sales Manager
Manufacturer of fuel injection equipment

1969-75 EXIDE Ltd (part of EXIDE plc, U K) Marketing Executive

Manufacturer of automotive and industrial
lead acid batteries

Language
Speaking Reading Writing
English Excellent Excellent Excellent
Hindi Good Fair Fair
Oriya Excellent Excellent Excellent

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 Annexure- III

Name of Staff : Kirti Prasanna Mishra

Profession : Strategic support, research and capacity building on
rural livelihoods promotion
Date of Birth : January 2, 1971
Years with MART : Nine
Nationality : Indian

Key assignments handled in MART: State coordinator, strategy formulation, study

coordination, capacity building, and marketing
strategy, District level livelihoods trainings
Key Assignments handled:
1. Leading a market research to assess feasibility of ITES (information technology enabled
services) for initiating a pilot intervention for BDS intervention in rural Bangladesh.
2. Providing consultancy to Western Orissa Rural Livelihood Project funded by DFID.
3. Research coordinator to conduct study for The World Bank to develop a haat
development strategy in Assam for ARIASP.
4. Worked as State Coordinator for AP and supported leading projects like APRLP, Velugu
and others.
5. State Coordinator stationed at Hyderabad under consultancy being provided by MART to
A P Rural Livelihood Project funded by DFID. Providing supports at state level on
livelihoods promotion approach and strategy, developing BDS (business development
service) strategy for micro enterprise promotion for the state by setting up a state level
business development center, linkages with departments and technical agencies, training,
implementation through district teams of APRLP and partner NGOs.
6. Coordinated Hindustan Lever Ltd- SHG pilot project in Andhra Pradesh in which women
were appointed dealers for sale of company brands in their villages as a livelihood option.
This model has been approved by the state government and is being implemented in all
districts and has been expanded to Karnataka state.
7. Coordinated two projects in Ranchi (partnering CARE Bihar and NBJK a leading NGO)
and Angul, Orissa (partnering OSCARD a leading NGO) for implementing MART’s 3M
Micro Enterprise Development Plan with 180 WSHGs. Provided support in study, report
preparation, implementation and training.
8. District coordinator in the 'techno economic survey of 1,100 villages and 150 haat bazar
study' in 15 district of U P under The World Bank funded, UPLDC implemented SWA-
SHAKTI project.
9. Coordinator for the CARE India baseline surveys conducted in 32 slums of Berhampur
and 60 slums of Kanpur cities for planning launch of micro credit programmes in the
respective cities.
10. Conducted 5 ToTs on MART’s 3M Micro Enterprise approach for 150 DRDA staff and
NGOs from all 23 districts of Andhra Pradesh sponsored by Commissioner, Rural
Development
11. Conducted in-depth study for RUDA (Rural Non Farm Development Agency, Rajasthan)
on woolen khadi sub-sector and prepared a detailed proposal for donors on strengthening
the woolen sub-sector.

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12. Coordinated a livelihoods promotion project between 1997-98 among SHGs in Aligarh
district, U P under the World Bank SWA SHAKTI project
13. Worked as coordinator for "Assessment of 100th Gramshree Mela" New Delhi by
CAPART

Achievements

1. Part of the team who developed 3M Model

2. Attended Tot on ‘Business Development Services’ at Washington DC, USA by SEEP
Network, USA. Awarded as a certified trainer on BDS by SEEP Network.
3. Presented following two papers in International Institute for Rural Reconstruction,
Philippines in ‘Best Practices Write-shop on Micro Enterprise Promotion’
♦ MART’s 3M Micro Enterprise Model
♦ Gramshree Mela
4. Presented a paper on MART’s 3M Micro Enterprise Model in the international workshop
‘Beyond Micro Credit’ in Sri Lanka.

Education

Year Institute Degree

1990-92 Utkal University M Sc (Statistics)
1987-90 OUAT, Bhubaneswar B Sc (Statistics)

Languages

Speaking Reading Writing

English Good Excellent Excellent

Hindi Good Excellent Good

Oriya Good Excellent Excellent

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 Annexure-IV

Name : Ashwini Chandak

Profession: Livelihood Promotion and Market Development
Date of Birth : June 6, 1975
Years with MART : Four
Nationality : Indian
Key assignments handled in MART: Field level coordination, Research and Livelihood
Promotion and marketing strategy, District level
livelihoods trainings

Key Assignments
1. Field Coordinator in the study towards developing Business Promotion and Market
Development Strategy for DFID India funded and NRIL coordinated Western Orissa
Rural Livelihoods Project. The main objectives of the study were to explore opportunities
for WORLP to promote poverty focused, locally sustainable and market oriented
economic activities at the village level; prepare a plan for joint action by WORLP and
MART to comprehensively promote a small number of key opportunities in clusters of
villages and at block and district level; prepare plans for development of local markets for
the identified opportunities. Study was conducted in the operational districts of Balangir
and Nuapada.
2. Conducted study on identifying feasible NTFPs and recommending an appropriate
marketing strategy for YAVARD, NGO partner of CONCERN-India in the Koira block of
Sundargarh district of Orissa.
3. As a team member co-conducted MART’s Capacity Building programmes on Livelihood
Promotion and Marketing in AP and Orissa.
4. Team Member in the project towards strategic support on livelihoods promotion for
APRLP (a bilateral programme of GoI, GoAP and DFID) in the five districts of AP with
support of PSU, NGOs and other stakeholders. The main responsibilities were
formulating enterprise promotion and implementation strategy with the participation of
WSHGs, developing business plan for locally sustainable micro enterprises, preparing
market development plans, linkages with buyers and services providers, training of
different stakeholders through vision exercises, classroom training and field based
support.
5. Coordinated MART's intervention in CARE- CASHE, WB project of creating 350
entrepreneurs among the SHGs promoted by RDA (CARE’s NGO partner), in the 3
blocks of Paschim Midnapore. It involved working with the PC, CARE, staff of the NGO
and the WSHGs.
6. Team Member under MART’s professional support for micro enterprise promotion in
Nalgonda, AP funded by DFID India towards providing strategic support in initiating and

27
sustaining livelihood interventions at the SHG and federation level. It involved working
closely with the PD, APDs, of DRDA Nalgonda on one hand and SHGs and Federations
registered under MACS Act of AP on the other.

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Education

Year Institute Degree

2001- IGNOU PGDRD
2002
1999- FMS-IIRM, Jaipur PGDM (Rural Marketing)
2001
1997-99 Calcutta University, M.Sc (Economics)
Calcutta

Employment Record

Years Organization Designation &

Responsibilities
From 2001 till date
livelihoods field
MART Responsible for providing
support, conducting training and
undertaking research studies &
report writing.

Languages

Speaking Reading Writing

English Very Good Very Good Very Good
Hindi Excellent Excellent Excellent
Bengali Good Fair Fair

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30