They ditched high salaries to follow their dreams

Neha Juneja and Ankit Mathur run Greenway Grameen Infra. They've recently designed Greenway Smart Stove, a single burner stove designed as a low cost replacement for traditional mud chulhas, which pose grave health and environmental hazards. Through their company, they are aiming to provide similar such innovative and holistic solutions for rural consumers in India. Juneja and Mathur tell us just why they ditched the idea of thick pay packages to follow their dreams.

Among the things they've been called in media reports, 'Prometheus of the poor' was what struck me the most.

Perhaps it was a smart turn-of-phrase or just another copy editor belting out a genius of a headline quite by chance as the editor screams for the pages. But the fact is that Neha Juneja and Ankit Mathur are two young entrepreneurs who have made life a little easier for women in at least few thousand households in rural India

Mumbai-based Juneja and Mathur run Greenway Grameen Infra and have invented a single burner high-efficiency cooking stove.

The stove has been designed as a low-cost replacement for traditional mud chulhas, a popular mode of cooking in rural India and is said to save up to 70 per cent fuel and minimise harmful emissions.

Greenway Grameen Infra is a firm that is aiming 'to create and satisfy rural markets and infrastructure needs in a sustainable manner and provide innovative and holistic solutions'.

In other words, the idea is to identify the various needs of rural India and create products keeping only them in mind.

Neha Juneja (26) and Ankit Mathur (27) spoke with rediff.com about what it took to bring out a product in a niche sector and just why they ditched the idea of thick pay packages to follow their dreams

Could you tell us something about your company?

Neha: It's a straight out-of-college start-up that we are hoping will make a better impact on the society.

We started out by taking up consulting assignments on natural resource management, carbon finance and carbon credits projects etc. but now are largely focussing on (producing products for) the rural markets.

There are very few companies that work in this sector and given our exposure to rural lifestyle (coupled with) our understanding of how community interacts, we (saw the need) to co-create products for rural consumers.

What do you mean by co-creation?

Neha: Rather than prototyping (a product in a laboratory) we prototype it with the people (who will eventually use it).

We built prototypes (of the stove) so people could keep suggesting changes and redeveloping the product designs.

The prototypes of the stove would be taken to various villages and women would be invited to use it.

We never asked questions about what they liked in the stove or not but rather simply let people come up with suggestions and found that they (the womenfolk especially) had some brilliant suggestions to offer.

Soon we realised that the issues were not technology related but rather simple design challenges.

Interacting with them helped us not just in capturing design inputs but also in other things like price points etc and gave us great consumer knowledge.

Today (when the final product is ready) adoption is not an issue at all. No one says it should have been taller or shorter. Sure there are people who still have suggestions to offer but adoption, which is an issue in rural products, has not been a problem in our case.

Why did you decide to get into the environment sector?

Ankit: Honestly, when we graduated we had a broad idea of a few things. I joined my uncle who had just started out a marine services company but soon realised I couldn't handle it.

Then, for a brief while, we ran CFA (Chartered Financial Analyst) classes and even built a website for dealing in derivatives for retail investors.

Sadly none of them worked out. Then we decided to get into environment as a domain.

By October 2008 -- five months after we graduated from our B-schools and burnt our hands with these start-up ideas -- we had started consultancy on bio-diversity projects, carbon foot printing, and carbon credits (among other things).

We had lots of projects in rural areas (and realised) that lack of access is a bigger issue than the so-called 'smart ideas' about biomass plants or solar panels or sanitation projects that cost Rs 50 crore.

To have a higher impact you need to have the right products at the place where people will be willing to buy it.

The classic example of this is the mobile phones. There is no subsidy on mobile phones but it is has become popular simply because of the convenience it offers.

Okay but why a stove?

Neha: In India over 70 per cent of the population still uses (various types of) stove.

Till the mid-90s you the mud stove, kerosene stoves and the LPG stoves.

Today the kerosene option is out because of (correct) policy (decisions) and the gap between the mud stove and LPG stove has grown wider than ever.

LPG penetration in rural India is just about 15 per cent. And if you compare the rise in rural income vs the LPG prices and the GDP growth and the LPG prices, LPG is becoming a non-viable option.

The market size of households using stoves is over 150 million in India and 3 billion worldwide.

Half the world's population relies on a stove.

Further (because of our engineering projects) we understand product material etc and experience tells us that it is not difficult to have the right product (in the rural market).

Rural products need not be cheap and substandard.

People ask (us) why would anyone want to pay for a stove when a chulha is for free?

The fact is that rural does not mean poor. There is money in the villages and (like everyone else) people in the villages have aspirations and spending power too. There may not be as much a consumerist attitude as there is in the cities and (it is true that) rural consumers are cautious buyers but they all want to have better lifestyle in whatever form.

When we started out (we realised that) a lot of times the lack of a good product enhances (sic) poverty.

For instance, a kerosene lamp always has a recurring cost. Besides (users) always pay with their health because of the fumes. (The same holds true with a mud stove where there is a recurring cost of coal, loss of time, adverse impact on health and of course productivity).

So a good product design is something isn't just utilitarian but also gets a lot of problems solved.

Do you use it?

Neha: Yes I do! But it isn't my primary source of cooking. (Greenway Smart Stove is ideally suited for cow dung, agro-waste, wood, charcoal etc.)

What would you say your learnings have been so far?

Ankit: Don't be afraid of experimenting: Besides experimenting, it is important to experiment fast. If you fail you must cut your losses and move on.

Don't hesitate to ask: The other learning has been that we shouldn't be afraid of asking for advice. A lot of us tend to hesitate to reach out to people and ask for help and hope to figure it out on our own.

Don't take s***t from seniors: Because of our age, lot of people look at us and don't take us seriously -- be it a prospective customer or a distributor. We had to learn to stick to our guns.

Convincing the family is important: In our case it gave them confidence that we were doing something fruitful. It's always good to have your family on your side so you can reach out to them if nothing else, for a meal.

Raise capital first: We were cross-subsidising the stove with the money we made with our consultancy. So we never really figured out how much we spent on the project.

What would you say were the challenges you faced?

Ankit: No business school teaches you how to set up a company. They will tell you all about the strategic stuff but not the procedural details like how to get a VAT/service tax registration or what is the minimum number of directors you should have on the board. These were things we had to learn the hard way.

(Neha chips in): I didn't know for instance that a woman cannot sign on a VAT/service tax registration form because according to the law, you cannot arrest a woman after 6pm if she is accused in an economic offence. If a woman signs the form, chances are the papers will be rejected.

Doing business in multiple states in India is like doing business in multiple countries. There are different rules about shipping a product in or out of a city (let alone a state). The quantum of payment is not so much of an issue as much as the management of the various registrations that is a hassle.

Then of course a lot of brands and people took us for granted. We would be told that we should pay them for letting us do the work we do.

Finally, there were investment challenges. We were focussing on consulting assignment and this was more side business. If we had got out of it (consulting business) earlier, we would have been able to produce the stove faster. It's been a month since we've gone into production.

How many pieces have you sold so far?
About 3,500 in the last one month but we're hoping to sell about 8,000 units per month

How has the feedback been -- from the users and the distributors?

Neha/Ankit: We had started selling from the prototype stage itself. (It helped us understand user psyche and decide on the price point).

The feedback from the users has been positive with many of our users asking for more pieces from us so they could sell it to others.

As far as the market is concerned, the margins to the distributor are not as handsome as you might expect.

At the end of the day it is a social product and we cannot price it very high so the distributors are hesitant

So we've been offering to organise marketing camps, demos and reduce cost if they order beyond a certain number.

Both of you come from reputed management schools (Neha comes from Faculty of Management Studies in New Delhi and Ankit is an IIM-A product). Did the thought of a high-paying job never entice you?

Ankit: I had opted out of the placement (season) because I felt that at the end of the day I would be a cog in the wheel. To have something of your own gives you a high like no other. Perhaps we have lost out on Rs 10-20 lakh in salaries but the insight we've gained in the sector (we work in) is amazing.

Neha: The other thing about graduating out of reputed educational institutions is that you always have a safety net. Should things go bad you always have your degree that can get you a job.

Hardships and challenges are fine, boredom isn't'

 

When you see your friends earning high salaries, does it not cross your mind that perhaps, just perhaps you should have taken up that offer?

Neha/Ankit: After the initial excitement of their new months (and salaries), a lot of our friends are now bored. We are certainly not as rich as some of our friends but unlike them we are not bored.

We believe hardships and challenges are fine but boredom isn't.

So what are the immediate plans?

First we need to establish a credible distribution network.

Despite the general opinion that distribution adds to the costs we believe that it in fact helps save on logistics because there is a focal point to do market activation and (organise) regular supply to those areas.

Meanwhile we have a second product that is under development for which we have been given a grant by the Swedish International Development Agency under their innovations against poverty programme. The agency is subsidising a part of the project.

There have been enquiries from Bangladesh because floods often destroy the stoves and there is a need for portable stoves.

Besides Bangladesh there also have been queries from Africa but we don't yet have an export-import license.

What are the things that young entrepreneurs must keep in mind?

• Interact with as many customers as you can
• Whatever your idea, it should be scalable
• Learn fast; better still, learn from others.
• Be careful who you choose as your partner
• It is always better to plan out everything -- even in terms of the roles each partner would play in the organisation.
• Finally, stay motivated and be disciplined

The techie who quit his job to help poor farmers

Meet Apurva Kothari, who decided to let go of his cushy job in the Silicon Valley and has now started up an eco-friendly and fair-trade t-shirt company in India

A little over three years ago Apurva Kothari he heard about farmer suicides in the cotton belt in India.

Kothari's was a typical story -- an engineer from India going to the US to complete his Master's programme, staying back and making the big bucks. He was married to his college sweetheart and it seemed like they were indeed living the American dream.

When Kothari began reading about farmer suicides in India's cotton belt and something told him he should be making a difference.

Kothari had already begun switching to a more eco friendly (or sustainable) lifestyle -- using local produce, wearing eco-friendly clothes etc. but he of all people knew this was not enough.

If he really wanted to make a difference to his countrymen he would have to return home. And that was what he did.

A year after he returned to India, Apoorva Kothari started working on creating a t-shirt brand that would not just be eco friendly but also wouldn't exploit the farmers in the country.

It has been about four months since No Nasties has been launched along with his business partner Diti Kotecha.

The philosophy of the t-shirt brand is based on the understanding that 'people want to make a difference but do not necessarily want to change their lifestyle'.

The idea is also to be able to cater to the design sensibilities of young Indians AND create a product that is sustainable.

This however is easier said than done. Apurva Kothari who runs the company with Diti tells us about the challenges of being a social entrepreneur with just two people and why he chooses to walk that path nonetheless.

At the outset, could you tell us something about No Nasties?

No Nasties is a sustainable brand trying to offer customers an eco friendly and ethical choice for shopping.

At this point we are a t-shirt company but we hope to expand into a fashion line.

(We realise that) people want to make a difference but do not necessarily want to change their lifestyle. So we try to meet customers where they are.

You don't have to change your design sensibilities or your sense of fashion.

We will give you t-shirts that you'd normally wear and just by making the purchase of that item you will impact farmers lives and the environment.

We are based on the principle of being fully organic and fair trade.

We are 100 per cent organic and fair-trade certified -- from seed to product.

Why did you choose to get into this line of business?

It started about four years ago. I was working in a tech job in the US and I read about the plight of the farmers in India's cotton belt and was shocked.

Today the farmers have been committing suicide at the rate of one every half an hour. And yet there is very little awareness and support despite the many articles that are being written (about this issue)

So far about 250,000 farmers have already committed suicide and not enough has been done.

Back in the US, I tried to switch over my lifestyle. As far as clothes were concerned, I found them to be far too preachy -- with messages about saving the planet (etc) and realised that not a lot of them were meeting my design sensibility.

You can't wear (these kinds of t-shirts) to work and I also realised that you don't want to be a different person by changing your design sensibility.

So I saw that as an opportunity.

In India, I realised that there was a lot of work being done at the grass root levels (in the area) but most of it wasn't being given recognition.

All the work is exported and as a consumer in India, one doesn't have a choice.

I wanted consumers to have that choice and with the market booming and the middle class having more disposable income, I felt it was time to make more ethical choices.

What we are trying to do is to ensure that everyone is getting a fair deal -- it starts from farmers and factory workers and ends with the designers who design our t-shirts. 

We don't make the most of any situation and rather create a win-win situation.

The idea is to create a brand that is seen as a cool brand to wear, slowly create a market where people are demanding organic and ultimately create a consumer movement.

When did you start working on this idea?

9 months ago I approached Diti Kotecha, a photographer, graphic designer, an urban organic farmer and a social worker. I'd known her because she and I play on the Mumbai Ultimate Frisbee team.

I always wanted to find like-minded people and Diti's moral north was the same as mine. So we got together and formed No Nasties.

We didn't want to be looked at as a social enterprise but rather as a cool brand that people could relate to not because it was doing something for a social cause but because of what it is.

So we invited people we knew to send in their designs for t-shirts. These were people from diverse backgrounds and the only brief we gave them was that the design shouldn't be preachy.

Some were friends, ex-colleagues, people I met at the farmers market one of them is even a retired professor from the JJ School of Art. And each of them had this large collection of art and design, which was just lying idle in their portfolio.

These people were busy in their day jobs and had no way of exposing their work to the crowds.

We on the other hand were (and are) open to new designers. So it wasn't really difficult to get ten designs as much as it was to zero in on them.

How did you go about setting up a business that is eco friendly and fair-trade? Could you take us through the process?

Well the thing that took us the most time to figure out was the supply chain.

Shop for Change Fair Trade, a not for profit organisation that promotes the of fair trade in India put us in touch with a few farmers' co operatives.

There aren't a lot of farmers' co-operatives (that work in the field of organic cotton farming) -- there's Chetna, Agro Cell and Zameen.

We spoke to all of them but Chetna seemed like the right fit and were very helpful in establishing partnerships.

Chetna in turn put us in touch with a few factories.

We visited these factories and finally settled in on Rajlakshmi Cotton Mills in Kolkata.

The mill that was once a traditional cotton mill and is now transformed into a completely organic and a fully fair-trade certified factory.

So we gave them our first round of orders by pooling in the ten designs.

Then it all came together in a few months and we launched on April 15 at the organic vegetable market at the Turf Club in Mumbai.

Your website speaks about the labour policies at Rajlaxmi. Could you tell us something more about it?

Rajlaxmi was once a traditional cotton mill that is now fully transformed. Rajat who heads it now is the new generation of the family that owned it. He convinced his family to give up the old ways and think forward.

So today they are committed to a fair trade model where they don't just pay the workers their wages but also pay them a premium for community development and allow them to form unions, pay them overtime, provide free education for their children and loans for social events.

We had visited a few other factories but realised that the organic and fair-trade aspect was just a part of the business.

Rajlaxmi however has adopted it completely and you could see it. The workers looked happy and relaxed; we even spoke with a few of them.

When we researched about the factory, we realised that most of the international (eco-friendly and fair-trade certified) brands are also working with Rajlaxmi. So I realised that it was indeed genuine.

Rajlaxmi was happy to work with us because they wanted to see an Indian brand make an impact in the domestic market.

We also realised that the farmers at Chetna had an equity stake in the factory, which was even better!

Could you tell us something about yourself? You were in the US. Why did you move back?

I have an MSc in electrical and computer engineering and I was a software programmer before switching over to technology management and running engineering and product design teams.

I've worked as a product designer and manger worked for Deloitte, Australia, heading a team there.

Even though the money in my job was good and I was getting wealthier so to say, I wasn't getting happier and wanted to do something that was people and planet friendly.

My wife Shweta is a fashion designer and I was working in NY for a while when she wanted to come to Bombay and start her fashion line.

Today, Shweta runs a couple of designer stores called Attic in Colaba and Santacruz and also has a fashion line of her own.

A year after she returned to India, I followed.

I always wanted to do something that had a higher calling. For a while I partnered with a friend for scuba diving trips but soon began to feel selfish and that I should do something that would be more financially viable.

So I settled down in Mumbai and started working on this.

Do you lead an eco friendly lifestyle?

I have tried to switch over as much as I can. It is easier (to be more eco friendly) in the US because there are a lot more local markets and you can afford to buy fair trade products there.

In India, it isn't that easy. (Eco friendly and fair-trade) Products are either not available or just very expensive.

But I try to buy as much local stuff as possible. I cycle around as much as I can and I volunteer for Hari Bhari Tokri (a Mumbai-based association that partners with a local farmer for a regular supply of crunchy, organic vegetables)

How do you plan to expand?

We are trying to be conscious that we are a social business. So we want to focus on the social as well as its business side. (We also realise) we can make a larger social impact, if we are successful as a business.

We were selected as one of the investees for Unlimited India for 2011. It is an incubator programme for social business that helps with financial funding to some extent but to a large extent with non-financial guidance, mentorship and legal guidance

Right now we are going through the exercise to see where No Nasties will be in the long run.

The current thinking is to establish brand that consumers trust and go beyond being a t-shirt company to being a brand that is doing the right thing and creating a win-win situation for everyone associated with it.

How we are going about with it is by having an open communication with our buyers and collaborating with different social causes -- for every t-shirt you purchase, we give 10 per cent of it to various social causes.

We want to help other brands switch over to organic and are happy to share our supply chain with them, so rather than fighting for a larger piece of the pie, we could create a larger pie!

So how financially viable is your business?

We have received a good response so far.

It's been three months so we are still trying to break even but we have a solid business plan and we have success stories in ethical companies such as Fab India and Anokhi (among others)

In about three months, we've sold about 300 tees, which is good. But in less than a year we are hoping to sell about 1000 t-shirts each month.

We're hoping to achieve it by creating a larger community on Facebook and Twitter and trying to be open about what we are doing.

We've also started to different stores around the country and have been retailing from Ahmedeabad and Pune (among other cities).

What are your t-shirts priced at?

They're available online at Rs 999 and in stores at Rs 1199

The feedback was that it is a little expensive. Our take is it might be expensive for some folks but (not necessarily) for people who buy Nike and Reebok.

We are however re-working our pricing soon and making it dynamic so even if you cannot afford it and still want to make a difference, you can pay as much as you want.

There are plans of introducing new lines that are less expensive and have been designed by in-house designers so we save on costs and creating products beyond t-shirts -- like tops for women where pricing can change.

What would you say were the challenges you faced while setting up?

The first big challenge was to find a fully sustainable supply chain. That took some time -- finding likeminded people and getting it going.

The costs for fair-trade products are quite high. Fair-trade, organic t-shirts cost the times more than regular ones. That is a challenge as it means higher capital costs for us!

As per our agreement, we have to pay Rajlaxmi 50 per cent on order 50 on delivery. So cash flow is always a challenge.

Creating market awareness is another issue that we face as fair trade is a fairly new term even though the concept of organic has been around for a while now in cities such as Mumbai.

Finally, the most important thing is always about how to the word out and how much money do we spend on marketing and distribution. Also since it's just Diti and me right now, we do everything -- from designing the website to packing t-shirts for delivery -- which takes us away from core task of creation.

How are you planning to address the cash flow challenge?

Well, right now we don't have a solution. We are funding the company from my personal savings. I've invested Rs 5 lakh in the first stage. I was hoping that the first round of t-shirts would allow us to expand into but that hasn't happened. So we're still trying to figure out for next round of funding -- we'd probably look for grants for social ventures or take a loan.

What would you say have been your greatest learnings?

As a social entrepreneur I have to remember why I am doing this. It is tempting to go back (to a day job) but I have to keep telling myself that there is a reason why I switched.

The time it takes to set up can be stressful. You don't have same income or spending power. Getting support from the family is important.

The product must sell for not because of the story behind it but for itself. Unless people like the product, they won't buy it.

It always helps to have business plan or rich uncles. Sadly I don't have the latter (laughs)

You spoke about support from family. What did your family have to say when you quit your job, came here and started this venture?

Initially of course they were apprehensive you sure and suggested that perhaps I could do this on the side rather than go for it full time. But when I explained to them why I was doing it, they supported me wholeheartedly.

As for returning to India, they were just happy that I came back so we could spend more time together.

When I look back I realise that was the biggest hurdle in me returning to India was me!

Can you offer tips for young entrepreneurs?

• Be passionate about your business and find likeminded passionate people to collaborate with you.
• Work on business plan that financially viable 
• Hopefully do something that is sustainable (to the environment) that will get appreciation from the customers.
• Don't always do it for money.

The inspiring story of three women and a library

It all started with an e-mail written by Vibha Kamat and circulated among a small circle of friends in June 2011. Here's how three promising women in their 40s took up the initiative to set up a library in their locality, which finally saw the light of day on September 30,2011

When was the last time you visited a library and immersed yourself completely while reading a book?

My last memories date back to college, almost six years ago; the librarian 'suggested' I read a particular book, following which I was ushered to a table where I had to sit obediently and read 'quietly'.

So when I was asked to meet Vibha Kamat, who I was told was planning to open a public library in a suburban Mumbai neighbourhood, I did not think it was a big deal at all. And when I was told that it would cater to only children aged upto 16, I dismissed its effectiveness immediately.

Why would any 16-year-old today visit a library, when they don't have enough time for studies and when e-books can be conveniently downloaded and read at the click of a button?.

Maybe they'll have the Harry Potter and Twilight series, I thought.

However, when I stepped inside the semi-furnished reading space at D'Monte Park Road near Bandra Gymkhana, I was greeted by colourful walls, animated pop-up figures on shelves, interesting-looking lanterns hung from the ceilings and books of myriad interests and sizes all around the place. I was tempted to pick one up myself and start reading right away!

This initiative was the long-pending dream of Kamat, a 47-year-old who teaches French and is ably supported by Vaishali Shinde(41) and Sonal Bimal (41). While Vaishali has worked with an NGO called Focus and is trained in disaster management, Sonal is an apparel consultant.

So how did the three meet? "Our kids got us together," they replied in unison.

But why open a library? What was the purpose behind it?

Vibha narrated the story of her six-year-old nephew from California, who was asked to pledge to read a certain number of books during his vacation. He was told that if he succeeded, he would be rewarded at a celebratory function by the public library.

"When his mother called me, I asked her about the pledge and I was told that he read a whopping 162 books in two months. Not only was I shocked at his determination to read, but his story inspired me to take that initiative ahead to kids here in our country," she said.

"For almost a year, I was scouring for a good place to start the library, but the real estate prices in Mumbai made it an impossible dream. That's when I heard of the Maharashtra Mitra Mandal's almost-defunct library."

"I fixed up an appointment; we met the officials and expressed our desire to revamp the library. Although they liked the idea, there were questions to be answered. They wanted to know how we would raise funds? Where would the books come from? Who would look after it?"

"They were very valid questions. None of us had an answer. All we knew was that this was a dream for all of us and we were very hopeful about it. Besides, I have always believed that people in our society always want to support a good cause. You just have to ask for help and they will willingly abide."

In June 2011, Vibha wrote a letter asking for donations in the form of books and cash and circulated it amongst her small circle of friends. The response was humongous and exceptional, to say the least.

Within weeks, they were flooded with books and e-mails from absolute strangers who wanted to donate to the cause.

"Some of them ordered books off the shelf and couriered them to us. Brand new books! They arrive almost everyday at our doorstep. Why would anyone do it? Would I do that? I don't know. I am not sure," says Vibha.

The library had already received over 2,000 books in the last three months since the appeal was sent out in July 2011.

"It was very encouraging. We have already spent close to two-and-a-half lakhs. And that doesn't include the cost of books that were delivered free to us. There is so much we owe to these well-wishers." But the struggle did not end there, she goes on.

"Now that we had books, we realised that we had to catalogue them as well. None of us have worked in a library and to meet the demands of technology, we had to have an online cataloguing software installed. This is mandatory for a library."

"Fortunately, we found help in the form of Charles D'Souza, who was a librarian. He was willing to give us the software absolutely free. Only later did I realise that without his help, the software would have cost me about Rs 40,000."

"I never imagined meeting such wonderful people. I think it's the cause that has raised the awareness of the initiative. Everyone in this locality wanted a library like this."

As if to validate Vibha's gratitude, a lady came in as we were talking and said that she wanted to donate some books.

Quips Sonal, "Generally, mothers tend to donate books to neighbourhood kids, schools and libraries; but the intent is very selfish. They want to get rid of the books and make some space. But at the same time, kids are the ones who are very possessive about their stuff. Strangely, this time, we've seen kids who have come forward to donate their books. Some of them can't wait for the library to open. That is exactly what we want. We want kids to drag their parents to this place. We want to make reading a fun and enjoyable experience for them."

So far so good, but how will it sustain itself?

Adds Shinde, "We have a lot of ideas. We plan to start book clubs, organise workshops, invite authors for readings, so that the library is more active, functional and reaches out to people. We want to start an appreciation club where we can screen movies that are adapted from books and ask children to discuss them. We may eventually start giving away discount coupons on subscription. Children can gift them to their friends on birthdays and festive occasions."

Vibha adds that she wants to install a projector in the library and wishes someone could donate one. "A projector is very expensive, but eventually we plan to get one," she explains.

"Right now, we have enough books, resources and ideas to work on. Some people have also agreed to volunteer for us. We are really thankful to Shyam Karmarkar and Rajani Kothare from the Mandal, who encouraged and supported us throughout this cause. This dream would have never materialised without them."

"But the need of the day is to raise money so that we can hire enough people who will look after the library. We want to increase subscriptions and organise activities that will take the initiative ahead," concludes Vibha.

The library is scheduled to open on September 30, 2011. The monthly subscription is Rs 100 per head for kids aged 16 and below. Students will have to pay a certain security deposit if they wish to borrow any book from the library. The library will be open between 4-8 pm on weekdays and 10-8 pm on weekends.

By eating less, he wants to power an orphanage in AP

Lajwanti Dsouza 

Do you know what this UK-based MBA student's novel b-school project is? He plans to live on less than a dollar a day and bring power to an orphanage in Andhra Pradesh, India. Intrigued? Read on.

What can you do with Rs 45 in your pocket? Not much, you would say, given the rising costs of just about everything -- but not for Nathan Adair (32), who is pursuing his MBA from UK's Westminister University.

As part of his b-school project, Nathan is living on less than a dollar a day, (for a total of 30 days) to identify with more than 1 billion people globally who live on $1 a day or less. He expects, that his feat will help him raise money (what he saves by consuming less) and awareness (publicity and funds) to get across electric power to an orphanage in Andhra Pradesh where 'electricity' is a foreign word.

How does all this connect to his MBA project? Nathan plans to present the process of financing, designing and implementing this micro-enterprise business to get solar energy to the village, as his project.

Why something like this?

When deciding on what to base his MBA dissertation/project, Nathan decided to choose a topic that would make a difference.

"I did not want to simply piece together an academic report that would benefit no one," he says. Nathan and his family have been supporters of Peace Gospel (an NGO) for a number of years, so he met its Director, Kirby Trapolino who discussed various initiatives that Peace Gospel does as part of its existence. Primary among them, was getting in solar energy at a few of its missions.

"So, after brainstorming, we decided to create a solar micro-enterprise scheme for this particular orphanage in India where Peace Gospel works," says Nathan.

Peace Gospel empowers missions through micro-enterprise initiatives like animal stock breeding, dairy production and farming."This 'business model' fit nicely into trying to create a project for my MBA.Since there is a huge need for reliable electricity in this community, I know my effort would work perfectly," Nathan added.

The experiment

The first four days of Nathan's 30-day experiment (of eating less than a dollar's worth a day) were the most difficult.

"A combination of eating approximately 30 percent of the calories normally consumed and giving up caffeine made for a miserable beginning," he confesses.

"However, the overwhelming support and prayers from my wife, family and friends gave me the resolve I needed to press on and not give up," he adds. Most of Nathan's meals today, consist of rice and beans or potatoes, carrots, chickpeas with lots of water.

Before the experiment, Nathan's meals always had salmon and/or chicken, milk, coffee and he also went out to dinner occasionally.

Ironically, one of the biggest hurdles Adair has been encountering with his experiment is planning his daily menu and the substantial lack of energy. "But it's still worth the effort, because I am gaining a new understanding of how much of the world lives. People who live on $1/day or less see food as an essential fuel to stay alive, and they don't take that for granted," he told.

Nathan has been requesting his blog's readers to participate with him on a one-week schedule. "It's very humbling to think that at this very moment, kids are digging through trash looking for food," Nathan is reported to have said in a magazine adding that he wanted people to realise "our Western lifestyle is luxurious compared to most. I have been very blessed in this life, and I want to give back as much as possible."

Though Nathan feels generally healthy, his energy levels are low, especially in the afternoons."Without proper protein and vitamins, it is difficult to stay fit. It definitely effects brain function as well," Nathan says. Ten days to go for the experiment to draw to a close and Nathan has lost some 17 pounds so far.

How did family, friends and his school respond?

Nathan's Dissertation Supervisor at the University of Westminster, was very supportive about the project and encouraged him to do it. As for family, his mother was, naturally, concerned for his health and energy.

Nathan's wife who is an MBA graduate herself is also living on $1/day for this week, complying with Nathan's blog request.

"Many followers of the blog have joined me this week by sacrificing different things.Some are living on $1/day, or not eating at restaurants this week, or giving up coffee. Most of them will donate their savings to the solar project," the Westminister University student says. As for friends, all of them first offered to bring his food, or take him to dinner but when Nathan explained that he had already bought whatever he needed for the month, they understood.

The goal

Nathan's interest in the solar initiative began in 2010 when he learnt of the solar efforts being made in orphanages in India and in the Republic of Chad by Peace Gospel Both orphanages are located in sunshine-abundant regions, making for the perfect conditions to go solar.

After a successful test-run of the basic system at the India orphanage, Nathan decided to help in the expansion of the project so that the entire orphanage campus get sufficient power. "The expansion will cost approximately $25,000 and the estimate from the installer is good through October 31," says Nathan.

In addition to providing the opportunity to go "off the grid," the system will also allow Nathan and his fellow thinkers to rent out additional power cells (charged car batteries). Villagers will be able to rent these batteries in order to power lights, fans and small appliances in their homes, thus drastically improving quality of life.

"Local businesses will also be able to rent the batteries to run appliances and mobile PA systems. Thus the new system will not only provide all of the orphanage's power needs, but will also create a steady revenue stream from the power cell rentals," says Nathan.

The MBA students expects that once in place, the system will provide a savings of $3,600/year.

"We're conservatively projecting revenue of $1,200/year from the solar-charged power cells rental business and that figure should grow in the following years. Thus we foresee the system paying for itself in about 5 years. What's more, with the savings, we should be able to bring in more orphans almost immediately," adds Nathan.

Way to go

Nathan has ten more days to finish his project (eating less). So far, he has saved $334. All this money will go towards the solar project. Nathan is now also seeking corporate sponsors as raising the full 25K in one month will require some large donations.

Through the blog and various online media outlets, the word is quickly spreading and Nathan has been fielding questions from across the world -- US, UK, Brazil, Bhutan, India, Singapore, Malaysia, Australia. Nathan hopes to come down to Ongle village once the entire work is done.

Meanwhile, he is also preparing notes for his project to present to his class. Nathan is keen to complete his MBA and he thinks the MBA will broaden his global network and gain valuable business skills and knowledge."Undergraduate degrees are becoming common now. An MBA will help me stand out more."

Well, one can say that Nathan Adair has already stood out, globally that too.

An MBA who sells Vegetables...

Kaushalendra Kumar, an IIM-A alumnus is currently doing some pioneering work in the field of vegetable retail.

He is an alumnus and topper from IIM- Ahmedabad.

He is shy especially when talking to a girl. He loves Bihar, the state in which he was born and brought up. He speaks broken English.

He was the winner of MTV Youth icon 2008. And he is a vegetable vendor!

Meet Kaushalendra Kumar, a young man currently doing some pioneering work in the field of vegetable retail.

What inspired you to do something on your own? Did you always want to do this?

Since childhood, I have been learning many should-be-done-in-agriculture-sector things. Especially in Bihar.

I always found farmers had nobody to look up to, no support from anybody.

Being a farmer's son myself, I thought I have been given an opportunity of good education and to be knowledgeable which most farmers' children don't get in this country.

So I wanted to do something for our society and for the farmers' kids in particular. Because nobody cares for them.

Is your work completely charity or are you also making a livelihood out of this?

We are not doing any charity. We are making our livelihood out of this. This is a business opportunity for farmers and for all of us.

What's the name of your company? What exactly do you do?

My organisation is called KNIDS Green Pvt. Ltd.

We focus on mobilising and organising the informal and fragmented vegetable sector.

We source poor vegetable growers, vegetable vendors, and farm labourers of Bihar.

The goal of the foundation is to create opportunities -- gainful and dignified self-employment -- for the families that are dependent on the agricultural sector.

Specially the disadvantaged sections namely farmers, farm labourers, agriculture produce vendors and many others.

This is a community that brings rice and dal to your home. And nobody cares for them.

We ensure sustainable livelihood, enriched environment, improved quality of life and good human values for them.

Can you describe step-bystep the process of your work?

We have been working towards making the street vegetable vendors, your sabziwala and marginal growers more professional.

We also work towards empowering them to face future challenges in the new global economy, thus creating wealth and prosperity from 'farm-gate to food-plate' through undertaking the holistic view of vegetable supply chain under our project 'Samriddhii.'

We have formed some attractive partnerships between the farmers and vendors with a focus on shared interests and mutual growth.

To maintain product integrity from the source to the customer, the organisation has established a totally integrated supply chain and services bundle which connects and maintains the flow of goods from the source (growers) to customer (road-side vendors, organised retailers, food services and hospitality industry).

Key benefits of the model include waste reduction (quantity and time), shelf-life extension and cost reduction of agri-produce from hinterlands and upcountry sources to the markets.

We have public and private partnerships with Agriculture Technology Management Agency (ATMA), Patna.

We have been assisted financially through soft loan by Friends of Women World Banking (FWWB) Ahmedabad. Recently, Punjab National Bank (PNB) has sanctioned Rs. 50 Lakhs to our project.

Approximately 1000 farmers are associated with us. We have our procurement network in two districts of Bihar namely Patna and Nalanda.

How much of your MBA knowledge do you practically use in your work?

MBA knowledge has brought confidence in me.

I have been using the concepts learnt at IIM-Ahemdabad in designing training modules, expansion strategies and overall development strategies of the work we are involved in.

You know, MBA taught me to take a holistic approach to problems.

When and why did you decide to become a 'vegetable vendor?'

Marketing has been the biggest bottleneck for Indian farmers.

They have never considered it as an integral part of their work. It would be impossible to think of their prosperity unless they have the ability to market their produce.

To get first hand experience of vegetable selling and marketing, we decided to learn the menaces of vegetable sales and now lessons learnt are being transferred to farmer members.

I used to actually go with my father to the market and sell vegetables on a cart for first hand experience

What was the reaction from parents, friends, and teachers to your vegetable vending endeavour? Did you have to forgo a well-paying job to do this?

My family members were shocked to know that I am going to start my own organization and sell vegetables from a cart. And that too in Patna, Bihar!

Nevertheless, they did not try to persuade me to go for a job because they are aware of my nature that if I decide something, I will do only that. They have never interfered with my decisions since childhood. They always encouraged independent decision making.

My elder brother Shri Dhirendra Kumar has left his job and is working as programme coordinator in our organisation.

Many of my professors from IIM-A are supporting us. Our mentor is Prof. Piyush Kumar Sinha, Chairman, Centre of Retailing, IIM-A.

Under his continued guidance we have been able to take this so far.

Many of my friends from IIM-A like Om Prakash Singh, Abhishek Kumar, Vaibhav, Vineeta Singh (from IIRM) and many others are continuously supporting us.

They always provide their strategic input and sometimes financial support too. Their encouragement helps me move ahead always.

Do you have a mission in this direction? What is it?

My mission is to make Bihar the vegetable hub of the nation and to develop brand Bihar in the vegetable sector.

Did you take any kind of training or special research to get into this kind of work?

No, I have not taken any special training. I am born and brought up in a village. My native district Nalanda is the largest producer of vegetables in Bihar. I have grown up here. I have seen their hardships. And I have seen the government's apathy towards this community. They don't care. Nobody cares.

Do you plan to do this all your life?

I am committed to the prosperity of Bihar. Most people make fun of the state. But well, they don't know it's potential

The SEXY Royal Enfield Classic 500

Royal Enfield brought back the Classic brand after many years and it has caught the fancy of Bulleters so much that the motorcycle commands a good waiting period. The bike looks very promising on paper, offering loads of exclusivity to the buyer.The Classic is priced at Rs 1.5 lakh, which makes it quite expensive but does it justify the price tag? We find out in this road test

Looks

There is no denying that nothing looks as stunning as the Classic. The retro styling along with the bare minimum body work give the Classic massive appeal.

The round head lamp, big tank, long exhaust, exposed engine and spoke wheels give it mammoth presence. The styling is so attractive that many end up buying the Classic just because the way it looks.

A good look at the Classic is sure to make you nostalgic

The instrument cluster of the Classic is bare minimum too and features a speedometer ignition key slot, engine malfunction light and fuel level indicator.

There are the neutral gear indicator and indicator and high beam light indication on the instrument cluster as well. While this certainly looks appealing from a retro point of view, it is quite inadequate for a modern day machine

The Classic 500 is powered by a 499cc, single-cylinder petrol engine which feature fuel injection. This engine develops 27.2 BHP of power at 5250 RPM and 41.3 Nm of torque at 4000 RPM.

This engine is not a high revving monster and more suited for low and mid range. Power delivery is quick and the Classic 500 shows urgency with the torque rush quite addictive to say the least.

The Classic 500 weighs close to 187 kgs, but still manages to nudge past 60 kmph from standstill in just 4.5 seconds.

The UCE (Unit Construction Engine) is more suited to cruising then outright high end red lining. But keep the throttle twisties and the Classic 500 will hit a top whack of 130 kmph.

With all this performance, the Classic still manages to return 30 kmpl, which is decent for a motorcycle of this size and power.

Hauling 187 kgs is no mean feat and the Classic 500 does it effortlessly. But with all this too, the C500 manages to offer good handling characteristics one would expect from a cruiser.

The UK engineered chassis has the right weight distribution and keeps the Classic 500 well planted on the road at all speeds.

Photographs: Katrina rides Classic 500 during the promotions of Zindagi Na Milegi Dobara

The telescopic forks at the front and gas filled shocks at the rear give the Classic good ride comfort for long distance riding.

Brakes are good too with 280 mm discs at the front and 153 mm drums at the rear.

The Classic 500 has been engineered so well that the rider never feels the weight of the motorcycle.

Conclusion

So is the Classic 500 worth the price? Certainly yes.

Although many would find the price slightly premium, the unique styling, excellent performance and good riding dynamics make the C500 worth every penny you pay for it.

Surely Royal Enfield could offer more equipment like a rear disc brake and a rear seat as standard but we can only expect that in the future variant of the Classic.