Professional Documents
Culture Documents
Case Study AUSSL
Case Study AUSSL
Introduction
BAIF Development Research Foundation (formerly registered as the Bharatiya Agro
Industries Foundation), is a reputed voluntary organisation established in 1967 by Dr.
Manibhai Desai, a disciple of Mahatma Gandhi, at Urulikanchan, near Pune to promote
sustainable livelihood in Rural India.BAIF is committed to provide sustainable livelihood to
the rural poor through climate-resilient
climate resilient agriculture, management of natural resources,
livestock development, watershed development and agri-horti-forestry
agri
forestry as major income
generation activities. BAIF has evolved innovative models of micro-enterprises
micro enterprises to ensure
inclusive development through dairy husbandry, goat production, agri
agri-horti-forestry and
sustainable agricultural production for food security and poverty alleviation. Formation of
Producers' Groups, Empowerment of women and environmental sustainability cut across all
these programmes.
Amla Utpadak Sahakari Samiti Ltd (AUSSL) is a cooperative
ve society promoted by BAIF
to cater to the needs of the farmers in and around Udaipur. It has set up an Amla processing
plant and is currently engaged in the production of amlacandy,
candy, juice, murraba, pickles,
squash, ladoo, chutney, jams & various type of Amla Powder. AUSSL products are marketed
under the Vrindavan brand name. AUSSL is one of BAIFs more successful projects
benefiting around 21,000 families so far.
Case Study Prepared by Rahul Barkataky, 2015 for class room discussion only
Page 1
BAIF now wants to expand this business by identifying new market areas, expanding the
market size, quantifying potential demand and improving linkages to existing and new
markets. The success and sustainability of this project will allow BAIF to increase production
capacities and sale of the amla products.
The Amla Project
The project aims to improve the livelihoods of small marginal Amla farmers in Rajasthan by
scaling up the benefits and positive income impact achieved over the past 10 years. Since
2003, BAIF has been working on this project and expanded it to 347 villages of South
Rajasthan. The project has been able to introduce Amla cultivation to 9,826 small, marginal
farming families covering the total area of 3,439 hectares. The farmers are getting a price of
Rs. 7-8 per Kg. of Amla (up from Rs. 4-5 per Kg. in Year 1, when the produce had to be sold
to middlemen) they now sell it straight to the Amla processing plant that has been set up in
the area as part of the project. The projects present total annual production is 1,413 tons of
Amla per year. BAIF has also recently started marketing the Amla products under the
Vrindavan brand name across India. Now that a solid foundation has been laid during the
project, BAIF has identified the strong potential for scaling up the benefits and positive
income impact to the small marginal Amla farmers, through this project.
A processing unit for Amla in Udaipur is being operated by a farmers cooperative with
BAIFs support; and large backend support with Amla production through the establishment
of large Amla plantation (>5000 ha) in and around Udaipur. The cooperative,
AmlaUtpadakSahakariSamiti Ltd (AUSSL) has developed many Amla products like
Candies, Powder, Pickle, Juice, Pulp/jam, processed nuts (Supari) etc that are ready for sale.
They have also branded the products with Vrindavan through BAIF promoted well
established (2004) Producer Company VrindavanAgrihorti producers Company
Ltd(VAPCOL).
Case Study Prepared by Rahul Barkataky, 2015 for class room discussion only
Page 2
Page 3
proportion
roportion of income for these retail outlets from the sale of processed amla ranged from 20
2075%.
As a standard, Amla processing units can be classified as large, medium and small. Their
production capacity and market linkages are as follows:
Case Study Prepared by Rahul Barkataky, 2015 for class room discussion only
Page 4
Amla arriving at the factory is a mix of different grades and the process of separation
is done manually by hand.
When BAIF is not producing to meet a specific demand, they pack the candy in 1kg
packs and send them to the cold storage (Udaipur city).
Once an order is received the 1kg packs are redelivered to the factory for packing and
branding based on the order.
Case Study Prepared by Rahul Barkataky, 2015 for class room discussion only
Page 5
Case Study Prepared by Rahul Barkataky, 2015 for class room discussion only
Page 6
As can be seen, Candy, Juice and Murabbamake up over 90% of their revenues. Analyzing
the sales composition of these 3 products, we can clearly see the increasing dominance of
candy with regards to sales.
The increasing dominance of Candy in the product portfolio is certainly attributable to the
demand for it. Also, as can be seen below, at a cursory glance, Candy seems to provide
greater sales per kg than both Juice and Murabbah.
Case Study Prepared by Rahul Barkataky, 2015 for class room discussion only
Page 7
Case Study Prepared by Rahul Barkataky, 2015 for class room discussion only
Page 8
Strategy:
Based on the given information recommend a focused and scalable growth strategy for
AUSSL to improve sale of Amla products in existing and new markets. Your presentation
besides incorporating knowledge and ideas that you have learned during the class room
sessions should also touch upon the following1.
2.
3.
4.
Target Market
Product Portfolio
Marketing and Branding Strategy
Distribution Strategy
Please justify your strategy based on facts and figures based on information provided in the
case study and also secondary research.
Case Study Prepared by Rahul Barkataky, 2015 for class room discussion only
Page 9
Case Study Prepared by Rahul Barkataky, 2015 for class room discussion only
Page 10