Reading Material CBBOs

BANKERS INSTITUTE OF RURAL DEVELOPMENT, LUCKNOW
(Designated Nodal Training Institution at Central Level by GoI under the

Central Sector Scheme on Formation & Promotion of 10000 FPOs)
FPOs are
the Growth
Engines of Indian
Agriculture
Resource Material
Capacity-Building of Cluster-Based
Business Organisations (CBBOs)
Under Central Sector Scheme on
Promotion & Formation of 10000 FPOs
Implemented by
BANKERS INSTITUTE OF RURAL DEVELOPMENT, LUCKNOW
(Designated Nodal Training Institution at Central Level by GoI under the
Central Sector Scheme on Formation & Promotion of 10000 FPOs)
Resource Material
Capacity-Building of Cluster-Based
Business Organisations (CBBOs)
Under Central Sector Scheme on
Promotion & Formation of 10000 FPOs
Contents
Session I Overview of Indian Agriculture – From Food Security to a Farmer-centric Approach...... 1
Session II Making Smallholder Farming Viable in India - Concept of Aggregation and

the Role of FPOs..........................................................................................................................................13
Session III Salient Features of the Central Sector Scheme (CSS) on Formation &
Promotion of 10000 FPOs........................................................................................................................22
Session IV Roles, Responsibilities, Key Performance Indicators (KPIs) & Deliverables for CBBOs........29
Session V-VI Scoping of Potential Opportunities – Cluster Identification, Baseline Survey,

Feasibility Study, Identification of Business Opportunities.........................................................35
Session VII Effective Strategies for Mobilisation of Farmers for Formation of FPOs.................................58
Session VIII Comparative Features and Registration Modalities for FPOs under the
Companies & Cooperative Acts ............................................................................................................61
Session IX Governance & Compliance Aspects in FPOs – Role & Responsibilities of

CEO & BoDs...................................................................................................................................................71
Session X Management Information System (MIS) & Internal Performance Assessment Tool...........76
Session XI-XII Identification of Business Opportunities for FPOs –

Demand and Supply Gap, Value Chain-based Opportunities and Business
Mix Relating to Input Supply, Extension and Technology, Contract Farming,
Processing and Marketing, Trading/Export of Agri-commodities, etc......................................85
Session XIII Formulating a Perspective Business Plan for FPOs...................................................................... 106
Session XIV Developing Demand-based Production and Marketing Plans............................................... 123
Session XV Financial Planning: Breakeven analysis, Assessment of Investment and Working

Capital Requirements, Sources of Funds– Equity Grant, Bank Loan, Credit-linked
Subsidy and Credit Guarantee............................................................................................................ 129
Session XVI Way Forward for Building Sustainable and Vibrant FPOs......................................................... 142
References.................................................................................................................................................. 143
iii
Session I
Overview of Indian Agriculture –

From Food Security to a Farmer-centric
Approach
A. Status of Land Use in India

Statistics on the land use are collected by the Ministry of Statistics & Programme Implementation (MOSPI),
Government of India in the form of a nine-fold classification (Annexure-1). Out of the total reported geographical
area of 328.73 million hectares, statistics are available for 307.75 million hectares, the details of which are as under:
Table 1: Land by Use in India
(Area in Million Hectares)

S. No. Classification 1950-51 1990-91 2000-01 2010-11 2015-16
I Geographical Area 328.73 328.73 328.73 328.73 328.73
II Reported Area for Land Utilization
284.32 304.86 305.19 307.48 307.75
Statistics
I Forests 40.48 67.81 69.84 71.59 71.87
II Not available for cultivation 47.52 40.48 41.23 43.58 44.02
a Area under non-agricultural uses 9.36 21.09 23.75 26.40 27.08
b Barren & un-culturable Land 38.16 19.39 17.48 17.18 16.94
III Other uncultivated land excluding fallow 49.45 30.22 27.74 26.15 25.64
a Permanent pasture & other grazing Land 6.68 11.40 10.66 10.30 10.26
b Land under miscellaneous tree crops & groves 19.83 3.82 3.44 3.20 3.09
not included in net area sown
c Culturable waste land 22.94 15.00 13.63 12.65 12.29
IV Fallow land 28.12 23.37 25.04 24.60 26.72
a Fallow lands other than current Fallows 17.45 9.66 10.27 10.32 11.31
b Current fallows 10.68 13.70 14.78 14.28 15.41
V Net Sown Area (NSA) 118.75 142.87 141.34 141.56 139.51
VI Gross Cropped Area (GCA) 131.89 185.74 185.34 197.68 197.05
VII Net Irrigated Area (NIA) 20.85 48.02 55.20 63.67 67.30
VIII Gross Irrigated Area (GIA) 22.56 63.20 76.19 88.94 96.62
IX Cropping Intensity (%) 111.07 130.01 131.13 139.64 141.25
(Source : Agricultural Statistics at a Glance, 2019)
1
Resource Material: Capacity Building of CBBOs
i. Important facts emerging from the table above:

z Only 23% of the reported area for land utilization is under forests which is well below the prescribed
levels under National Forest Policy, 1988. The policy states that a minimum of 1/3rd of the total land area
of the country should be brought under forest or tree cover.
z Area not available for cultivation is about 14%, and the area under this category is increasing with time.
z Other uncultivated areas account for about 8% and fallow lands occupy about 9% of the reported area
for land utilization.
z Net Sown Area is about 45% of the reported area for land utilization (which has almost reached
stagnation), thereby indicating very limited practical scope for horizontal area expansion under
agriculture.
z In spite of huge public sector investment in irrigation sector, the Net Irrigated Area is only 48% of Net
Sown Area, highlighting the fact that assured irrigation facilitates are limited to only about half of
the cultivated area. Therefore, about 52% area is still under continued dependence on monsoons for
cultivation.
z The average cropping intensity is only about 141%. Thus, on an average, only 1.41 crops are being
cultivated in a year per unit of net sown area despite prevailing diversified agro-climatic conditions in
the country allowing at least three good crop seasons for cultivation viz. Kharif, Rabi & Zaid.
B. Agriculture – Historical Perspective

After Independence in 1947, agriculture in India was characterised by low productivity issues on account of
use of primitive technologies with almost 3/4th of the population dependent on agriculture for employment.
Thus, one of the biggest challenges the country faced at the timewas to ensure the nation’s food security for
which multipronged strategies were drawn to enhance the food crop production. Some important institutional
reforms undertaken to ensure the nation’s food security post-independence era were as follows:
Recognition to ICAR
(1965) to boost
Agriculture Research
Minimum Suport Price (MSP)

Institutional arrangement of
in 1965 for encouraging farmers
Agriculture Credit & Priority
to adopt improved technology &
Sector Lending
promote investment in farm
enterprises
Institutional
Reforms
Setting up of FCI (1965)
with a country-wide network
Land Reforms for undertaking price support
operations, procurement, buffer
stocking & PDS operations
Investment in
Irrigation Sector
2
Under Central Sector Scheme on Promotion & formation of 10000 FPOs
As a result, we as a nation not only attained self-sufficiency in food grains & became food secure but also
transitioned from being a net importer to a net exporter of agriculture products. During this period (1950-51 to
2018-19), the total food grain production increased by about 4.61 times, cereal production increased by about
5.17 times, wheat production increased by 14.72 times and the rice production increased by almost 4.65 times.
Table 2: Percentage Increase in Production, Area & Productivity (In 2018-19 over 1950-51
Year Rice Wheat Coarse Total Pulses Total Food

Cereals Cereals Grains
% increase in Production 465% 1472% 179% 517% 179% 461%
% increase in Area 42% 197% -42% 25% 52% 27%
% increase in Productivity 297% 430% 378% 395% 83% 341%
i. The increase in production was in contrast to increase in acreage under the crops which only increased by
about 27% under total food grains, 25% under total cereals, 197% under wheat and about 42% under rice
cultivation. The year-wise details of food grain production and acreage are presented in Figure 1 & 2 below:
Figure 1: Production of food grains (1950-51 to 2018-19)
Production (Million Tonnes)

300.00
250.00
200.00
150.00
100.00
50.00
0.00
1950-51 1960-61 1970-71 1980-81 1990-91 2000-01 2010-11 2018-19
Rice 20.60 34.60 42.20 53.60 74.30 85.00 96.00 116.40
Wheat 6.50 11.00 23.80 36.30 55.10 69.70 86.90 102.20
Coarse Cereals 15.40 23.70 30.60 29.00 32.70 31.10 43.40 43.00
Total Cereals 42.40 69.30 96.60 119.00 162.10 185.70 226.30 261.60
Pulses 8.40 12.70 11.80 10.60 14.30 11.10 18.20 23.40
Total Foodgrains 50.80 82.00 108.40 129.60 176.40 196.80 244.50 285.00
Rice Wheat Coarse Cereals Total Cereals Pulses Total Foodgrains
i. Thus, the enhancement in food grain production was not in linear correlation with acreage, thereby indicating
that the adoption of latest technologies complemented by an increase in assured irrigation facilities played
an important role in productivity enhancement. This resulted in almost 297% increase in production per unit
area in rice (668 Kg/ha in 1950-51 to 2659 Kg/ha in 2018-19) and about 430% increase in wheat (from 663
Kg/ha in 1950-51 to 3507 Kg/ha in 2018-19).
3
Figure 2: Area under food grains (1950-51 to 2018-19)
Area (Million Hectares)
140.0
120.0
100.0
80.0
60.0
40.0
20.0
0.0
1950-51 1960-61 1970-71 1980-81 1990-91 2000-01 2010-11 2018-19
Rice 30.8 34.1 37.6 40.2 42.7 44.7 42.9 43.8
Wheat 9.8 12.9 18.2 22.3 24.2 25.7 29.1 29.1
Coarse Cereals 37.7 45.0 46.0 41.8 36.3 30.3 28.3 22.0
Total Cereals 78.2 92.0 101.8 104.2 103.2 100.7 100.3 94.9
Pulses 19.1 23.6 22.5 22.5 24.7 20.4 26.4 29.0
Total Foodgrains 97.3 115.6 124.3 126.7 127.8 121.1 126.7 123.9
Rice Wheat Coarse Cereals Total Cereals Pulses Total Foodgrains
Horticulture: With time, gradual diversification in cropping patterns was also observed specially in last few
decades with horticulture coming up in a big way as cash crops.
Figure 3: Year-wise comparison of food grain & horticulture production
Horticulture Production (million tonnes) Food Grain Production (million tonnes)
314.67
300.6 311.7
281 286.2
244.5 259.3 268.8 277.4
234.5 218.1
212.9 213.2 217.3 230.8 284.8 283.4
198.4 208.6 275.1
174.8 257.3 257.1 265.6 252 251.6
240.5
223.1
211.2 214.7
182.8 191.8
145.8 144.4 153.3 166.9
0
20 6
20 8
9
7
20 4
20 4
20 5
20 2
20 8
20 9
20 3
20 5
20 7
2
20 3
20 6
20 1
-1
-0
-0
-1
-0
-1
-0
-0
-1
-1
-0
-1
-1
-1
-0
-1
-1
2-
09
05
07
18
06
13
03
04
11
17
08
12
14
16
01
15
10
0
20
20
20
20
i. It was for the first time in the year 2012-13 that the horticulture production surpassed food grain production
and the production gap between the two has been widening since then. Within the horticulture sector, the
maximum share in terms of acreage is occupied by vegetables followed by fruit trees, plantation crops, spices,
medicinal & aromatic plants and floriculture respectively. The percentage share is presented in Figure 4.
Agriculture Allied Sector: This sector comprises of allied activities undertaken by farmers along with production
of food grains and horticulture crops like livestock farming (dairying, poultry, fisheries, piggery, goat & sheep
rearing), sericulture, apiculture, mushroom farming, etc. As per Livestock Census (2019), the total Livestock
population in our country is 535.78 million, an increase of 4.6 % is over Livestock Census (2012). The share of
major species is presented in Figure 5.
4
Figure 4: Acreage under Different Horticulture Figure 5: Share of Major Species as Per Livestock
Sub-Components (2018-19) Census (2019)
Population (% Share)
3% 1% 0.2%
15%
27.8%
35.9%
40%
15%
13.9%
26% 20.5%
Vegetables Spices
Cattle Sheep Others
Fruits Medicinal & Aromatic Plants
Plantation Crops Flowers Buffalo Goat
i. A few emerging facts from Livestock Census (2019)

z The female cattle population is 145.12 million and the total buffalo population in the country is 109.85
million showing an increase of 18% & 1% over the previous census (2012) respectively.
z The total sheep & goat population was 74.26 million & 148.88 million showing an increase of 14.1 % &
10.1% over the previous census (2012). The total pigs in the country were 9.06 million in 2019.
z Poultry in the country comprised of 851.81 million birds (an increase of 16.8% over previous census). The
total Backyard Poultry in the country is 317.07 million (growth of 45.8%) and commercial poultry was
534.74 million (growth of 4.5%).
Trends in Pan-India Production – Allied Sector

Figure 6: Share of Major Species as per Livestock Census (2019)
Milk (million tonnes) Eggs (Billions)

Wool (Million Kgs) Fish production (lakh tonnes)
187.70
176.30
165.40
155.50
146.30
134.22
125.90
107.62 114.31
102.60 103.30
95.20
82.90 88.10
78.50
53.90 48.10 43.60 43.50 41.50 40.40

41.20
38.36
21.10
1990-91 2014-15 2015-16 2016-17 2017-18 2018-19
3.5 times increase in Milk & 4.9 times increase in Status quo as far as Wool
Fish production since 1990-91 Egg production since 1990-91 production is concerned
(Source: Livestock census (2019), DAHD, GoI)
5
India’s Position in World Agriculture: In terms of geographical area, India ranks 7th in the world whereas in
terms of population, we are ranked 2nd i.e. next to China which is the most populated country in the world. As
of 2018’s FAOSTAT (Food and Agriculture Organization of the United Nations), India’s global production rankings
are as below.
Table 3: India’s Position in World Agriculture
Category Largest Producer 2nd Largest Producer 3rd Largest Producer
Cereals, Pulses & Millets, Pulses Rice, Wheat, Lentil Rapeseed, Sesame
Oilseeds
Vegetables Dry Beans, Chickpea, Okra Lettuce & Chicory, Onion (dry), Green bean
Cabbage, Cauliflower & Broccoli,
Eggplant, Potato, Pumpkin, Squash
& Gourd, Tomato
Sugarcane -- Sugarcane --
Fruits Banana, Mango, Guava, Papaya Oranges

Lemons & Lime
Dairy Buffalo Milk, Goat Milk -- --
Spices Chili pepper, ginger Garlic Nutmeg, Cardamoms
Fibres Jute Cotton, Silk
Others -- Cashew, Tea Eggs
(Source: FAOSTAT-2018, FAO)
Agriculture Exports: Despite India’s leading position in production of various agri-commodities as stated above,
its agri-exports account for only a little over 2% of world agricultural trade. During 2018-19, the total agri-exports
were valued at Rs. 2.75 lakh crore which constituted about 11.9% of the total country’s exports. Thus, there exists
a huge scope to tap this market. Though an increasing trend is observed as far as agri-exports are concerned
(2009-10 to 2018-19), the pace remains slow.
Figure 7: Agriculture Exports in Value Terms
Agriculture Exports - Value terms (lakh crore)

2.63 2.75
3.00
2.27 2.40
2.50
1.83
2.00
1.50 1.13
0.86
1.00
0.50
0.00
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2018-19
(Source: Agricultural Statistics at a Glance, 2019)
6
The share of different agri-commodities in exports are is presented in Figures 8 & 9.
Figure 8: Agriculture Exports in Quantitative Terms (2018-19)
32%
21%
12% 12%
11%
9%
4%
Rice - Other Oil meals Rice-Basmati Sugar Fresh Marine Others

than Basmati vegetables products (spices,cotton,
fruits, groundnut,
coffee, tea, etc.)
Figure 9: Agriculture Exports in Value Terms (2018-19)
42%
17%
12%
8% 8%
5%
4% 3%
Marine Rice-Basmati Spices Rice - Other Raw Cotton Oil meals Sugar Others
products than Basmati
Role of Agriculture & Allied Sector in Indian Economy

An economy is best understood through the study of its components or sectors which can be defined as large
segments of the economy in which businesses share the same or a related product or service. Generally, an
economy is categorized into three sectors viz. Primary, Secondary & Tertiary Sector.
7
Further, the economy is measured in terms of Gross Domestic Product (GDP) which is the value of all goods
and services produced in it (all the three sectors) over a period of time. After following Gross Domestic Product
(GDP) concept for many years in India, we have now switched over to the concept of Gross Value Added (GVA) to
analyse the growth. While the GDP gives the picture from the consumers’ side or demand perspective, the GVA
gives a picture of the state of economic activity from the producers’ side or supply side.
Secondary Sector
Adds value to the produce by
transforming raw material to
valauble products
Primary Sector
Tertiary Sector
Directly dependent on
Also known as Service
environment for manufacture
Sector and is involved in
and production. For example,
production & exchange of
agriculture, mining, etc.
services
Sectors
Gross Value Added (GVA)

It is used to measure the output or contribution of a particular sector. When such GVAs from
all sectors (∑ GVA) are added together and adding taxes (product) and reducing subsidies
(product), we can get the GDP (at market price). GVA, thus, shows the production contribution
of a particular sector. Technically, GDP at Market Prices = ∑ GVA at basic prices + product taxes –
product subsidies. When GVA from all sectors are added together and necessary adjustment for
taxes and subsidies are made, we get the GDP for the economy
Performance of Different Sectors in India

The performance of different sectors in Indian economic growth are presented in Table-4.
Table 4: GVA by Economic Activity at Constant (2011-12) basic prices
(` lakh crore)
Sectors 2005-06 2010-11 2015-16 2016-17 2017-18 2018-19
Agri (Crops) 7.97 9.16 9.69 10.20 10.65 10.54
Agri Allied (Livestock) 2.24 3.04 4.20 4.62 4.96 5.36
Agri Allied (Forestry & logging) 1.37 1.26 1.37 1.45 1.53 1.54
Agri Allied (Fishing & Aquaculture) 0.50 0.65 0.90 1.00 1.14 1.28
Subtotal - Agri & Allied 12.08 14.12 16.16 17.26 18.28 18.72
Mining & Quarrying 2.46 3.17 3.18 3.49 3.66 3.45
Total - Primary Sector 14.55 17.28 19.34 20.75 21.95 22.17
Manufacturing 8.67 13.67 19.04 20.55 21.91 23.17
8
Electricity, Gas, Water Supply & Other Utility

1.23 1.72 2.24 2.46 2.74 2.97
Services
Construction 4.65 6.87 8.65 9.16 9.62 10.20
Total - Secondary Sector 14.56 22.26 29.93 32.18 34.27 36.34
Trade, repair, hotels & restaurants 5.93 8.35 12.61 13.89 15.28 16.57
Transport, Storage communication & services

3.40 4.94 7.31 7.57 7.82 8.31
related to Broad casting
Financial, Real State & professional Services 10.80 14.65 22.95 24.93 26.09 27.87
Public Administration, Defence & Other

5.91 9.56 12.77 13.96 15.34 16.77
services
Total - Tertiary Sector 26.04 37.50 55.64 60.35 64.53 69.52
GVA at Basic Prices 55.14 77.05 104.92 113.28 120.74 128.03
(Source: Agricultural Statistics at a Glance, 2019)
Â We can observe that in absolute terms, the GVA shows an increasing trend and also the fact that all sectors
including agriculture & allied activities exhibit a positive trend. However, it may be interesting to study the
share of each sector and its growth pattern on a time series to get a more granular picture. The same is
presented in Fig. 10 & 11.
Figure 10: Sectoral Share (%) in GVA
2018-19 17.3% 28.4% 54.3%
2017-18 18.2% 28.4% 53.4%
2016-17 18.3% 28.4% 53.3%
2015-16 18.4% 28.5% 53.0%
2010-11 22.4% 28.9% 48.7%
2005-06 26.4% 26.4% 47.2%
Primary Sector Secondary Sector Tertiary Sector
Â From the above, it can be observed that only the share of primary sector in the GVA is showing a declining
trend. This is in line with the normal course of the development path adopted during the movement from a
developing to a developed economy, wherein with development, the secondary & tertiary sectors overtake
the primary sector with their progression.
Â With regard to growth rates among different sectors, a high variability in the growth rate of the primary
sector can be observed (Agriculture & Allied Sector).
9
Figure 11 : Growth Rate of Different Sectors (%)
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
2005-06 2010-11 2015-16 2016-17 2017-18 2018-19
Primary Sector 5.0% 9.6% 2.1% 7.3% 5.8% 1.0%
Secondry Sector 10.2% 7.1% 9.5% 7.5% 6.5% 6.0%
Tertiary Sector 9.1% 7.8% 9.4% 8.5% 6.9% 7.7%
Share of Agriculture & Allied Sector in the Indian Economy
Figure 12 : Agri & Allied sector - Share in GVA & Growth
22%
18.3%
15.4% 15.2% 15.1%

14.6%
8.8%
6.8%
5.9%
4.8%
2.4%
0.6%
2005 -06 2010 -11 2015 -16 2016 -17 2017 -18 2018 -19
Share (%) Growth (%)
10
Table 5: GVA by Economic Activity at Constant (2011-12) Basic Prices
(` lakh crore)
Sectors 2005-06 2010-11 2015-16 2016-17 2017-18 2018-19
Agriculture 12.08 14.12 16.16 17.26 18.28 18.72
Agri (Crops) 7.97 9.16 9.69 10.20 10.65 10.54
Agri Allied (Livestock) 2.24 3.04 4.20 4.62 4.96 5.36
Agri Allied (Forestry & logging) 1.37 1.26 1.37 1.45 1.53 1.54
Agri Allied (Fishing & 0.50 0.65 0.90 1.00 1.14 1.28
Aquaculture)
Industry 17.02 25.43 33.11 35.67 37.93 39.79
Services 26.04 37.50 55.64 60.35 64.53 69.52
GVA at Basic Prices 55.14 77.05 104.92 113.28 120.74 128.03
Â Though the share of Agriculture & Allied Activities in total GVA is increasing in absolute terms, it shows a
gradual decline in percentage terms (declined from more than 50% in 1950-51 to 14.6% in 2018-19.
Â In the overall contribution of GVA by Agriculture & Allied Sector, the share of agriculture crops and forestry &
logging is declining, whereas the share of livestock, fishing & aquaculture is increasing.
Figure 13 : Share of Sub-sectors within Agri & Allied Sector
66.0% 64.9%
60.0% 59.1% 58.2% 56.3%
26.7% 27.1% 28.6%

26.0%
21.6%
18.5%
11.3% 8.9% 8.5% 8.4% 8.4% 8.2%
4.2% 4.6% 5.6% 5.8% 6.2% 6.8%
2005 -06 2010 -11 2015 -16 2016 -17 2017 -18 2018 -19
Agri (Crops) Agri Allied (Livestock)
Agri Alled (Forestry & logging) Agri Allied (Fishing & Aquaculture)
11
Annexure-1
Nine-Fold Classification of Land Use
S. No. Classification Definitions

Forest area Includes all land classified either as forest under any legal enactment, or administered as
forest, whether state-owned or private, and whether wooded or maintained as potential
I
forest land. The area of crops raised in the forest and grazing lands or areas open for
grazing within the forests remain included under the “forest area”.
Area under non- Includes all land occupied by buildings, roads and railways or under water, e.g. rivers and
II
agricultural Use canals, and other land put to uses other than agriculture.
Barren and un- Includes all land covered by mountains, deserts, etc. Land which cannot be brought
III culturable land under cultivation except at an exorbitant cost is classified as un-culturable, whether it is
in isolated blocks or within cultivated holdings.
Permanent pasture and Includes all grazing land whether it is permanent pasture/meadows or not. Village
IV
other grazing land common grazing land is included under this category.
Land under misc. tree Includes all cultivable land which is not included in ‘Net Area Sown’ but is put to some
V crops, etc. agricultural use. Land under trees, thatching grasses, bamboo bushes and other groves for
fuel, etc. which are not included under ‘Orchards’ is classified under this category.
Culturable wasteland Includes land available for cultivation, whether taken up or not taken up for cultivation
once, but not cultivated during the last five years or more in succession including the
VI current year for some reason or the other. Such land may be either fallow or covered with
shrubs and jungles which are not put to any use. They may be accessible or inaccessible
and may lie in isolated blocks or within cultivated holdings.
Fallow lands other Includes all land which was taken up for cultivation but is temporarily out of cultivation
VII
than current fallows for a period of not less than one year and not more than five years.
VIII Current Fallows Represents cropped area which is kept fallow during the current year.
Net Area Sown Represents the total area sown with crops and orchards. Area sown more than once in
IX
the same year is counted only once.
Some Concepts & Definitions for the terms used in text
S. No. Particulars Definition

I Gross Cropped Represents the total area sown once and/or more than once in a particular year, i.e. the
Area area is counted as many times as there are sowings in a year. This total area is also known
as total cropped area or total area sown.
II Irrigated Area The area is assumed to be irrigated for cultivation through such sources as canals (Govt. &
Private), tanks, tube-wells, other wells and other sources. It is divided into two categories:
Net Irrigated Area: It is the area irrigated through any source once in a year for a particular
crop.
i. Total Net Un-irrigated Area: It is the area arrived at by deducting the net irrigated
area from net sown area.
ii. Total/Gross Irrigated Area: It is the total area under crops, irrigated once and/or
more than once in a year. It is counted as many times as the number of times the
areas are cropped and irrigated in a year.
iii. Total/Gross Un-Irrigated Area: It is the area arrived at by deducting the gross
irrigated area from the gross sown area
III Cropping Intensity: It is the ratio of Net Area Sown to the Total Cropped Area.
12
Session II
Making Smallholder Farming Viable in India –

Concept of Aggregation and the Role of FPOs
The challenges faced by farmers, especially those in the marginal & small category are discussed below:
A. Issues related to high dependency for people for

livelihood on Agri & Allied Sector
Table 6: GVA by Economic Activity at Constant (2011-12) basic prices
Year 1951 1961 1971 1981 1991 2001 2011
Total Workforce 139.5 188.4 180.4 244.6 314.1 402.2 481.9
Cultivators 69.9 99.5 78.2 92.5 110.7 127.3 118.8
Agri. Labours 27.3 31.5 47.5 55.5 74.6 106.8 144.3
Total Agri. Workers 97.2 131 125.7 148.0 185.3 234.1 263.1
70% 70% 70%

61% 59% 58%
55%
Total Agri. Workers
1951 1961 1971 1981 1991 2001 2011
Â A look at the scenario prevailing in the 1950s suggests that about 70% of the total workforce was dependent
on agriculture and allied sector for their livelihood which now has reduced to about 55%.
Â The share of Agriculture & Allied sector in GVA in 1950 was more than 50% which has now reduced to about
15%.
Â Logically, with increasing share of manufacturing & service sector in GVA, there should have been a
proportionate shift of workforce to these sectors as they are employment-generating sectors, but that has
not taken place which has resulted in more dependency on this sector which has an adverse bearing on per
capita income from this sector.
B. Income – Issue related to disparity in income as compared to Non-Agri-Worker

Past strategies for development of the agriculture sector in India have focused primarily on raising agricultural
output and improving food security by strategizing production and productivity enhancement through better
technologies & varieties, increased use of quality seeds, fertilizers, irrigation & agrochemicals and providing
13
incentives in the form of remunerative prices on some crops and subsidies on farm inputs. Thus, the advocated
policies in the past have supported production-oriented systems with focus on produce rather than the producer
which created a disparity in the income of the farmers as compared to income of a non-agriculture worker.
Â There was a more than 3-fold increase in the income of a non-agriculture worker as compared to a cultivator.
Â This is causing an adverse impact on the interest in farming & farm investment, particularly in the minds of
rural youth.
Figure 14: Ratio of income per non-agriculture worker to income per cultivator
4.50 4.08
4.00
3.50 3.12
3.05
Ratio of income
3.00
2.98
2.50
2.00
1.50
1.00
0.50
0.00
1983-84 1987-88 1993-94 1999-00 2004-05 2009-10 2011-12
Source: Doubling farmers’ Income – Rationale, Strategy, Prospects & Action Plan, Niti Ayog, 2017
C. Technology – Issues related to Transfer & Adoption of Technology

Â Given that farmers are moving from subsistence to market-oriented farming, there is an increased requirement
of information not only on production practices like new crop varieties & associated technology, but also
on market-oriented information like trends in harvest season prices, quality of produce, and export markets.
Several government schemes like crop insurance, subsidy on farm implements and electronic agricultural
markets are knowledge-intensive, which need to be catered to through widespread dissemination of
information. Thus, the right information at right time through appropriate channels is crucial for farmers
to take informed decisions about what crops to grow, what quantity of fertilisers and pesticides to use and
when, where to sell and what price to sell at.
Â The ratio of extension workers to farmers is low at 1:1162 at national level (one agricultural officer serving
1162 farmers) as against the recommended ratio of 1:750. In spite of efforts by both public and private
agencies, it has been found that the outreach of the agricultural officers as also extension agents from
private agencies is limited (Source: www.thehansindia.com - Reform-agri-extension-to-boost-ryots-income,
2018).
Â As a result of the gap in technology transfer, the recommendations could not be adopted properly resulting
in issues like:
Indiscriminate Use of fertilizers: Resulting in not only worsening of human health but also soil degradation
and loss of income to the farmers by impacting the production efficiency on account of higher cost of
inputs.
14
Figure 15: NPK ratios related to fertilizer usage in agriculture
7.0
6.5 6.3
6.0
4.7
2.7 2.5
2.4 2.3
2.0
1.0 1.0 1.0 1.0 1.0
1970-71 1990-91 2000-01 2010-11 2018-19

N P K
NPK ratios
Â The ideal ratio of NPK is 4:2:1 but average usage is more (6.3:2.5:1), resulting in not only wastage of fertilizer
on account of atmospheric & leaching losses but also contamination of water aquifers, spoilage of soils and
loss of income to the farmers (as fertilizers constitute about 10-15% of the cost of production).
D. Access to Inputs – Issues related to quality, timely availability & adequacy

Â ‘A smallholder farmer purchased maize seeds from a local input shop. The dealers’ terms were that with a receipt,
the seed would cost Rs.1500/-, but without a receipt the cost would fall to Rs.1400/-. Thinking that the receipt would
be of no use to him, the farmer chose to pay Rs.1400/-. To his utter dismay, only around 20% of the seeds germinated.
Upon reading the cover of the seed pocket, to his shock, he noticed that the seeds were for demonstration purposes
and had expired three months ago. He took the empty pack back to the input shop and demanded compensation
for loss of crop for that season. But without a receipt as proof of purchase, the farmer was powerless to obtain
compensation.’
Â Farmers note that every cropping season, there is a dilemma in the village over whether they should buy
inputs from a local shop or from a nearby town or city. Most farmers, particularly small and marginal farmers,
buy the inputs they need (seeds, fertilizers or pesticides) using credit. The majority of the farmers we spoke
with emphasized that close to fifty percent of their total crop production cost goes towards inputs. Thus,
the quality of these inputs is very important. To ensure quality inputs, farmers can opt to buy from a retailer
in the nearby town. However, they may not be able to obtain inputs on credit without a reference from the
market intermediary. Those retailers who do provide inputs on credit to farmers then charge 2-3% interest
rate per month till the harvest. There is also a requirement to sell the produce through the same trader
(though there is no formal agreement). These restrictions and higher costs on purchases in the city, coupled
with a one-day wage loss and transport costs for travel to the city (and delivery in the case of fertilizers), force
most farmers to buy inputs from local unauthorized village shops. In the absence of insurance, if the crops
fail due to poor quality inputs or for any other reason, farmers are then trapped in a vicious circle of debt
(Source: Does the small farmer have access to quality inputs?, ICRISAT, 2020).
Â Further, apart from quality, the inputs are required at a particular time and in adequate quantities considering
the seasonality concept which many a times is not the case.
15
E. Marketing Issues
Â Based on recommendations of the Commission for Agricultural Costs and Prices (CACP), the Government
of India (GOI) declares MSP for 22 commodities and FRP (Fair and Remunerative Price) for sugarcane. The
22 crops include 7 cereals (paddy, wheat, maize, sorghum, pearl millet, barley & ragi), 5 pulses (gram, tur,
moong, urad & lentil), 7 oilseeds (groundnut, rapeseed-mustard, soyabean, sesamum, sunflower, safflower &
nigerseed) and 4 commercial crops (copra, sugarcane, cotton & raw jute).
Â During 2018-19, acreage under the crops for which MSP was declared was about 164.74 million hectares.
With Gross Cropped Area (GCA) of around 198.36 million hectares, these crops roughly covered about
83% of the total GCA. Effectively, the coverage gets further extended, considering the fact that 4-5% of the
total cropped area is under forage cultivation. Thus, the system has been devised in such a manner that
theoretically, it leaves only a very small segment of producers outside the production and price mitigating
mechanism. However, though the MSP is declared for 23 crops as on date, but effectively ensured through
procurement only for few crops like wheat & paddy and thus, the effectiveness of the system at the ground
level has been questioned from time to time.
Â A comparison of the production and procurement data of rice and wheat for last 10 years (2009-10 to 2018-
19) is presented in Table-7.
Table 7: All India Production & Procurement (Rice & Wheat) at MSP (2009-10 to 2018-19)
(million tonnes)
Production Procurement
Year
Rice Wheat Total Rice Wheat Total
2009-10 89.09 80.80 169.89 32.03 25.38 57.42
2010-11 95.98 86.87 182.85 34.20 22.51 56.71
2011-12 105.30 94.88 200.18 35.04 28.34 63.38
2012-13 105.24 93.51 198.75 34.04 38.15 72.19
2013-14 106.65 95.85 202.50 31.85 25.09 56.94
2014-15 105.48 86.53 192.01 31.55 28.02 59.57
2015-16 104.41 92.29 196.70 34.14 28.09 62.23
2016-17 109.70 98.51 208.21 36.48 23.63 60.11
2017-18 112.91 99.70 212.61 37.60 30.60 68.20
2018-19 116.40 102.20 218.60 42.70 35.00 77.70
Avg. 10 5.12 93.11 198.23 34.96 28.48 63.45
(Source: Statistics on Indian Economy 2018-19, RBI)
On an average basis, only 63.45 million tonnes of rice and wheat was procured against the average production
of 198.23 million tonnes. In percentage terms, the average overall procurement was about 32% of the rice +
wheat production put together. The procurement under rice was about 33% and in wheat was about 30% of
total production.
16
Figure 16: Procurement (Rice & Wheat) to production under MSP (2009-10 to 2018-19)
% Procurement
50%
40%
30%
20%
10%
0%
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
% Rice procument % Wheat Procurement % (Rice + Wheat) Procurement
Â Spatial disparity in terms of procurement being concentrated only in a few states also exists. The largest
producer of rice is West Bengal and that of wheat is Uttar Pradesh whereas the average procurement during
last 5 years (2014-15 to 2018-19) for these states were only 11.9% and 8.9% respectively.
Â While it is true that now the MSP offered by the Government is 50% more than the A2+FL Cost as determined
by the CACP, various farmer organizations are demanding 50% increase over the ‘C2’ cost and not over the
‘A2+FL’ cost.
I A2 Actual paid out cost
II A2+FL Actual paid out cost plus imputed value of family labour
Comprehensive cost i.e. including rental value of own land (Net of land revenue) and
III C2
interest on value of own fixed capital assets (excluding land)
In this scenario, as a way forward for income enhancement, farmers would be required to undertake crop rotation
planning based on demand & supply with active participation on different marketing platforms including the
institutional setup like e-NAM, commodity exchanges & contract farming for risk hedging, participation in global
markets through exports, contract farming, use of direct marketing channels to capture intermediaries’ margins
in supply & value chains, etc.
F. Less Producer Share in Consumer Price (Limited Participation in Supply &

Value Chains)
The average share of farmers in the consumers’ rupee is found to be in a range of 28% and 78% for different
food items (RBI Bulletin, 2019). A majority of studies have reported that the producers associated with emerging
marketing channels (organised retail chains) have been experiencing more advantages than those with the
traditional supply chain.
Tradional Supply Chain Modern Supply Chain
Producer → Commission Producers → Retail Outlets →

agent cum-wholesaler Consumers
→ Retailer → Consumer
17
The producers contracted by modern retail chains receive higher prices, higher net profits and incur lower
transaction costs. Several studies have been conducted in different parts of India to compare the efficiency of the
traditional as well as modern supply chain of vegetables and fruits. The net price received by the producers and
producers’ share in consumer’s rupee was higher in supermarket channels than in traditional channels. The direct
market models were found to be the best because they eliminated middlemen completely. Thus, the length of
the supply chain has a negative impact on the efficiency of the marketing channel. But the issue is that the
marginal & small farmers are not able to participate and take advantage of it in individual capacities due
to time constraints, not undertaking primary processing and requirement of quantities in bulk.
“…… study was undertaken in Hisar & Karnal district of Haryana to compare the marketing
efficiency of fruits and vegetables supply chain. The findings of the study revealed that the
modern supply chain (MSC) for fruits and vegetables was more efficient than the traditional
supply chain (TSC) for both the fruits and vegetables. The percentage of physical losses at
TSC was found to be 20.6% while in the MSC, it was only 6.66 %. The share of the producer in
consumer’s rupee was found to be 52% and 43% in MSC and TSC respectively for vegetables.
However, producers share in consumer’s rupee was found to be 70% & 66% in MSC and TSC of
fruits. The major factors contributing to the efficiency of MSC were found to be a short length of
the supply chain, packaging and less physical loss in the MSC”.
Source: Marketing Efficiency between Traditional and Modern Supply Chains of Fruits and Vegetables by Jaiprakash Bisen,
R. K. Patel, K.K. Kundu and Sanjay in Economic Affairs, Vol. 63, No. 2, pp. 441-447, June 2018
G. Reducing Landholding Size (Issue of economies of scale)

As at the end of 2015-16, the total operational landholdings in the country were 14.65 crores. Based on the size of
land holdings, they can be divided into 5 categories viz. Marginal, Small, Semi-Medium, Medium and Large. The
details of number of land holdings category wise are presented in Table 8.
Table 8: Number of Operational Landholding by Size
S. No. Categories Land Holding Number of Holdings (crore)
(Area in Hectares) 2005-06 2010-11 2015-16
1 Marginal Farmers (MF) <1 8.37 9.28 10.03
2 Small Farmers (SF) 1-2 2.39 2.48 2.58
3 Semi-Medium Farmers (SEMEF) 2.1 - 4.0 1.41 1.39 1.40
4 Medium Farmers (MEF) 4.1 - 10 0.64 0.59 0.56
5 Large Farmers (LF) > 10 0.11 0.10 0.08
Total Land Holdings 12.92 13.83 14.65
Â The number of holdings in the marginal land category were about 68.5% (2015-16) and an increasing trend
is observed with time most probably on account of division of land within the family.
Â Similarly, the landholdings in other categories are showing a declining trend over a period of time.
Â About 86.1% farmers (2015-16) belong to the category of small & marginal farmers i.e. have land holding of
less than 2.0 hectares.
18
Figure 17: Category-wise change in number of landholdings with time
2005-06 2010-11 2015-16
68.5%
67.1%
64.8%
18.5%
17.9%
17.6%
10.9%
10.0%
9.6%
4.9%
4.2%
3.8%
0.8%
0.7%
0.6%
MF SF SEMEF MEF LF
Figure 18: Area of Operational Landholdings by Category
LF 11.8% 10.6% 9.1%
MEF 23.1% 21.2% 20.2%
SEMEF 23.9% 23.6% 23.8%
SF 20.9% 22.1% 22.9%
MF 20.2% 22.5% 24.0%
2005-06 2010-11 2015-16
Â The area cultivated by farmers having marginal and small landholdings is increasing with time and the area
being cultivated by medium & large farmers is declining with time.
Â As on 2015-16, the area cultivated by small & marginal farmers constituted 46.9% of the total cultivated area.
Â The all India average landholding is 1.08 hectares (2015-16) and showing a declining trend with time.
Â The average landholding of marginal farmers is just 0.38 hectares (2015-16) and that of small farmers is just
1.40 hectares.
19
Figure 19: Average Landholding Size (Ha)
2005-06 2010-11 2015-16
0.38 1.40 2.69 5.72 17.07 1.08
0.39 1.42 2.71 5.76 17.38 1.15
0.38 1.38 2.68 5.74 17.08 1.23
Let us look at these issues and try to find a way forward:

Let us start with the basic issue that the average landholding is only 1.08 hectare and the fact that with family
divisions in future, this trend is likely to continue. As per the data available almost 86% of the landholdings are
with farmers under the category of small and marginal landholdings i.e. less than 2.0 hectares of land. Within this
category, almost 69% farmers are cultivating on an average about 0.38 hectare of land and about 17.6% farmers
in India are cultivating on an average about 1.40 hectare of land which means they are producing agriculture
commodities on a very limited scale on individual basis. As a result, they are likely to come across some of the
following constraints:
May not be able to take Have very limited Viability may be an

advantage of economies of bargaining power on issue for higher order
scale both on input side as account of low scale mechanisation
well as output side of production
May not be viable to create May not be in a position to Would not be in a position
farm level storage infratructure participate at advanced level of to participate in value
which can facilitate taking supply chain including global chain (processing) for
advantage of price movement markets through exports increasing thier share in
of commodities with time the consumer price
Appropriate & timely technical Access to markets specially the Difficulty in participating in
assistance and access to modern marketing channels & government programs on
modern technology limited on contract farming for better price account of awareness and
account of distorted ratio of realisation will be challenge as time constraints
extension workers & farmers they deal in bulk quantitites
20
Could aggregation of these small and marginal farmers be a probable

solution?
Reduce cost of production, processing &

marketing by achieving economies of scale
● Adopt modern technologies

Cushion impact of
● Undertake capacity building
price fluctuations
● Improve access to extension
services
Significant influence on
policy to ensure access to ● Minimise post-harvest losses
funds and other government Likely Benefits ● Improve market access
support services of Aggregation
● Ensure regular supply

Bring in professional of produce
management
● Quality control
● Mitigate risks Improve access to financial

● Improve bargaining power resources against the stock
● Build social capital & collaterals
Mode of Aggregation
SHGs JLGs FPOs Federations
Role of Farmer Producers’ Organisations (FPOs)
Input Supply
Improve returns Agro-services
FPO Role
Market linkage Credit linkage
Value addition Market oriented

production
21
Session III & IV
Salient features of Central Sector Scheme

on Formation & Promotion of 10000 FPOs
Role, Responsibilities, Key Performance
Indicators & Deliverables for CBBOs
A. Background
Realising the indispensable role of collectivisation of farmers, particularly small and marginal farmers into
their groups for leveraging the economies of scale in production and marketing, Department of Agriculture,
Cooperation & Farmers’ Welfare (DAC&FW), Ministry of Agriculture & Farmers’ Welfare (MoA&FW), Government
of India, launched a pilot programme for promotion of Farmers Producer Organisations (FPOs) during 2011-12
under two sub-schemes of Rashtriya Krishi Vikas Yojna (RKVY) viz. National Vegetable Initiative for Urban Clusters
and Programme for Pulses Development for 60,000 rainfed villages.
The initiative gained real momentum in 2013 with the formulation of National Policy and Process Guidelines
for FPOs and with the introduction two schemes viz. Equity and Credit Guarantee Scheme for Farmer Producer
Organizations (FPOs). This was followed by the setting up of a dedicated ‘Producers Organization Development
and Upliftment Corpus’ (PRODUCE) Fund with NABARD in 2014 for formation of 2000 FPOs. Presently, more
than 6500 FPOs are operating on the ground. With an objective of bringing more farmers, particularly the
marginal & small farmers under the FPO fold for addressing the challenges being faced by them viz. lack of
market access, credit linkages, inadequate financial support, lack of managerial skill, etc., the DAC&FW has
launched a dedicated Central Sector Scheme on ‘Formation and Promotion of 10,000 Farmer Producer
Organisations (FPOs)’.
B. Aims & Objectives of the Scheme

i. To provide a holistic and broad-based supportive ecosystem to form new 10,000 FPOs to facilitate development
of vibrant and sustainable income-oriented farming and for overall socio-economic development and well-
being of agrarian communities.
ii. To enhance productivity through efficient, cost-effective and sustainable resource use and realize higher
returns through better liquidity and market linkages for their produce and become sustainable through
collective action.
iii. To provide handholding and support to new FPOs for up to 5 years from the year of creation in all aspects
of management of FPO, inputs, production, processing and value addition, market linkages, credit linkages
and use of technology, etc.
iv. To provide effective capacity building to FPOs to develop agri-entrepreneurship skills to become economically
viable and self-sustaining beyond the period of support from government
22
C. Key features of the scheme
1. Target & Coverage:

a. The scheme aims at providing a holistic & broad-based supportive ecosystem for formation of 10,000
new FPOs by 2023-24. For achieving economic viability & self-sustainability beyond support period, newly
formed FPOs are to be initially provided handholding support in terms of capacity enhancement in areas
of management, governance, business development and business diversification particularly through their
participation in supply & value chains, market linkages, credit linkages and use of technology, etc.
b. FPOs are to be formed with a minimum farmer-members’ base of 300 with an exception of 100 members in
difficult areas like North-Eastern & Hilly regions (area at a height of 1000 metre or above MSL). For above, the
farmer-members cohesively located with similar interests are to be mobilized to form a small informal group
of 15-20 members (Farmer Interest Group (FIG)/ Self Help Group (SHG)/ Farmers Club (FC)/ Joint Liability
Group (JLG)/ Rythu Mitra Group (RMG)) and with such groups forming an area-based producer cluster based
on certain commonalities to be put together to form an FPO.
c. Special focus is to be accorded to small & marginal farmers, women farmers, women SHGs, SC/ST farmers
and other economically weaker categories to make FPOs more effective and inclusive.
d. Concerted efforts to be made for prioritizing formation of FPOs in aspirational districts with a target of
promoting at least 15% of the 10,000 FPOs i.e. 1,500 FPOs. The aim set is to promote at least one FPO in each
block of every aspirational district of the country.
e. In addition to the above, priority is to be given to promotion of FPOs in the notified tribal areas in the
country for undertaking business activities in forest and minor forest produce by the tribal communities
through convergence with schemes of Tribal Affairs Ministry, DONER and North Eastern Council (NEC).
f. Overall, the scheme envisages covering all blocks in the country under and also achieve an average
membership base of 500 farmers in normal areas and 200 farmers in hilly and North-Eastern regions to make
them sizable for economic sustainability and profitability.
g. Types of FPOs Covered: FPO is a generic term, which means and includes farmer- producers’ organizations
incorporated/ registered either under Part IX A of the Companies Act or under Co-operative Societies Act of
the concerned states, and formed for the purpose of leveraging collectives through economies of scale in
production and marketing of agricultural and allied sector. However, FPOs registered under Cooperative
Societies Act of the State (including Mutually Aided or Self-reliant Cooperative Societies Act by
whatever name it is called) for the purpose of this Scheme, are to be insulated from all kinds of
interference including election process and day to day management through suitable provisioning
in their Memorandum of Association and By-laws with a view to encourage healthy growth and
development of FPO
h. Budgetary provision: The scheme is to be implemented till 2023-24 with budgetary support of Rs. 4496.00
crore. Since financial support (except management cost) is to be extended for five years, FPOs formed will be
required to be financially supported till 2027-28. Provision for this additional committed liability for period
from 2024-25 till 2027-28 of Rs. 2369.00 crore will be made. Thus, the total budgetary requirement up to
2027-28 would be Rs. 6866.00 crore. The budget requirement will be met from overall allocations of DAC&FW.
2. Stakeholders – Role & Responsibilities

The program will be implemented under the overall guidance of Project Management Advisory and Fund
Sanctioning Committee (N-PMAFSC) constituted under the Chairmanship of Secretary, DAC&FW with Joint
Secretary (Marketing), and DAC&FW as Member Secretary. The hierarchical structure under the scheme would
be as under:
23
As per the scheme guidelines, the important stakeholders, their respective roles as also the implementation &
monitoring mechanism prescribed are as under:
Project Management Advisory and Fund Sanctioning Committee (N-PMAFSC)
National Project management

Agency (NPMA)
Implementing Agency Implementing Agency Implementing Agency
Cluster Based Business Cluster Based Business Cluster Based Business

Organisations (CBBOs) Organisations (CBBOs) Organisations (CBBOs)
Farmer Producer Farmer Producer Farmer Producer

Organisations (FPOs) Organisations (FPOs) Organisations (FPOs)
a. National Project Management Agency (NPMA):

NPMA shall be set up by SFAC for the following purpose:
Data Maintenance through Transaction Advisory for selection of

Integrated Portal & Information CBBOs & post transaction support for
Management effective project/ program implementation
Providing
Overall Project Monitoring
NPMA
Guidance
NPMA is to be equipped with a technical team comprising five categories of specialists viz. Agriculture / Horticulture,
Marketing & Processing, Incubation Service Provider, IT/MIS and Law & Accounting for providing overall guidance at All
India level
24
● Identification of target value ● Function as national level ● NPMA will assist in facilitating
chains (value chain analysis) Data Repository through and identifying National & State
maintenance of an integrated level institutes in the field of
● Detailed SOPs for each portal Agri-business
stakeholder in the value chain
● Serve as National Platform for ● Assist in linking/ undertaking
● Clusters to be chosen for FPO FPOs (MIS & digital platform for MoUs with these institutions for
formation maintaining FPO related data long term engagement &
development of FPOs
b. Implementing Agencies (IAs)

i. For promoting FPOs in uniform and effective manner, three implementing agencies viz. NABARD, SFAC &
NCDC have been identified.
NABARD SFAC NCDC
Promote FPOs Promote FPOs Promote FPOs

registered under Part IX registered only under registered under only
A of Companies Act as Part IX A of Companies Co- operative Societies
also under Co-operative Act Act of the States
Societies Act of States
ii. Based on the implementing agencies’ area of operation in a particular state/ region/district/produce
cluster along with their human resource capital and area of specialization, targets for number of FPOs to
be promoted by them will be tentatively allocated by Project Management Advisory and Fund Sanctioning
Committee (N-PMAFSC).
iii. In addition to the aforementioned three implementing agencies, in case any State/Union Territory desires to
have its own implementing agency, they can approach DAC&FW for consideration of the same.
Role of Implementing Agencies

a) Identification of CBBOs
b) Provide funds to CBBOs & FPOs as envisaged in the Scheme
c) Monitoring of CBBOs & undertaking regular desk and/or field monitoring of the borrowing FPOs
d) Ensuring regular data entry on integrated portal (Integrated National Level Data Repository through Portal
managed through NPMA)
e) NABARD and NCDC will also maintain and manage the Credit Guarantee Fund (CGF) for credit guarantee to banks
for FPO financing
f) Developing tools for FPOs to assess their level of activity, economic viability and sustainability, etc.
g) Coordination with concerned Value-Chain Organization(s) for channelizing their claim to N-PMAFSC for payment
25
c. Cluster-Based Business Organisations (CBBOs):

i. Implementing Agencies will be identifying Cluster-Based Business Organizations (CBBOs) at the
state/cluster level to form and promote FPOs. A Committee under Chairpersonship of MD, SFAC with
representatives of Chairman, NABARD and MD, NCDC will finalise the eligibility criteria for selection of CBBOs
for consideration of DAC&FW.
ii. In a given state, based on geography, produce clusters, cropping pattern, etc., there can be one or more
CBBO and a CBBO can also serve more than one State.
iii. CBBOs should have professional expertise & requisite experience in formation of FPOs in agriculture & allied
sector and should have a panel of specialists in the following domain areas :
Agri. marketing / value

Crop husbandry Social mobilization
addition and processing
Information Technology/
Law & Accounts
Management Information System
Role of CBBOs
CBBOs will undertake a Feasibility Study in assigned clusters which will include the following:
a. Cluster Identification – Undertaking diagnostic study including baseline survey to:
z Map the current situation of farming specially in respect of small, marginal and landless farmers for aggregation
z Identify the geographical area for potential interventions
z Based on socio-cultural similarity, identify the produce, existing gap (production know-how, supply & value chain,
post-harvest management, marketing, etc.) and the scope of potential interventions
z Shortlist interventions in terms of infrastructure, services, etc. required in the value chain development of
identified agricultural/horticultural produce including post-harvest management and marketing
b. Preparation of Prospective Business Plan: Prepare a prospective business plan in order to establish a fit case for
formation of an economically sustainable FPO
c. Undertake community mobilization as well as mobilization of members for FPO
d. Registration of FPO
e. Execution of FPO business plan
f. Training and capacity-building of FPOs/farmer groups (FPO management, marketing, financial management,
compliance management, etc.)
g. Monitoring and data submission as required under the scheme
h. Assisting in regular interface with stakeholders
i. Convergence with ongoing government programs/schemes & networking
j. Assisting in Federating FPOs
i. Moreover, interested Central & State Government Agriculture Universities & KVKs promoting FPOs can also
seek empanelment as CBBOs in consultation with N-PMAFSC on nomination basis.
d. Formation of FPO (Industry Concept)

i. Concerned industries (Value Chain Processing & Export industries) can also form and promote FPOs directly
through cluster approaches and will be eligible for assistance under the scheme. However, their eligibility
26
is subject to the condition of ensuring buyback of at least 60% of the produce of members of such FPOs
with appropriate processing & assured marketing linkages on sustainable basis for remunerative prices to
improve the income of the members.
ii. The FPOs promoted by them can avail credit guarantee cover under Credit Guarantee Fund from banks as
well as equity grant through implementing agencies and the advisory services rendered by NPMA provided
they comply with the norms & guidelines of respective schemes.
iii. However, for participating in the program, these entities are required to submit detailed proposals in advance
to N-PMAFSC along with year-wise action plans for consideration.
e. Thrust on FPO participation in product value chains:

For sustaining an FPO, in addition to business as usual (aggregation model), the focus under the scheme is to
explore possibilities for FPOs’ participation in the supply & value chain business. Thus, the business modelling
should incorporate participation of FPOs in supply chain & value chains along with standard model to strike
viability. The standard business model could be as under:
Supply quality inputs Undertake aggregation of Facilitate market

(seed, fertilizer, smaller lots of farmer- information for judicious
pesticides, etc.) at members’ produce; add decision in production &
reasonably lower value marketing
wholesale rates
Pre & post production Undertake higher income Facilitate logistics

machinery & generating activities like services viz. storage,
equipment on custom seed production, bee transportation,
hiring basis keeping, mushroom loading/un-loading, etc.
cultivation, etc on shared cost basis
Make available value Develop Storage and Market the aggregated

addition (cleaning, transportation facilities produce with better
assaying, sorting, etc.) negotiation strength to
& farm level the buyers and using
processing facilities on marketing channels
offering better and
user charge basis)
remunerative prices
Â For economical sustainability, diversification of risk and enhanced returns, the FPO can also have an additional
product and service mix so as to have enough activities and engagements with the members throughout
the year.
a. Value Chain Approach: The business activities should be based on Produce Cluster Area (a geographical
area wherein agricultural and allied produce of similar or of almost similar nature is grown/cultivated) with a
possibility of leveraging economies of scale in production and marketing. A cluster could also be for organic
produce and natural farming. While adopting a cluster-based approach for produce or produce mix, formation
of FPOs can also focus on “One District One Product” approach for development of product specialization. In
27
case a focused agriculture produce has been declared for a district, FPOs can be encouraged for promoting
processing, branding, marketing and export of that product for better value realization. There may be more
than one cluster for one product in one district and a cluster can also extend beyond a district. Further, the
FPOs can federate at district & state levels for the product identified as per their requirement of processing,
branding and marketing of produce/trading of commodities. This is essential to scale-up for survivability
and growth in an era of competition. Based on their need, success, and product, they can also federate at
the national level to promote packaging, branding and domestic & international trading of quality produce.
Why Value Chain Business?
Presently, the participation of farmers in the value chain (producer to consumer) is limited to only farm gate for
a majority of the farmers. The prices they receive for their raw goods is only a small fraction of the price paid by
the consumer. On account of not getting involved in aggregation and processing (primary and/or secondary),
where price margins are more on account of value addition, farmers operate on a very thin margin. Thus, there
is a need for their participation beyond the harvesting of the produce in the value chain for increased margins/
profits. A typical value chain in agri-product comprises of the following:
Producer Trader Processor Wholesale Retailer Consumer
The trader sells the farmers’ produce to a processor, who supplies to a wholesaler and finally through a retailer,
it reaches the consumer with transport and other links in between. Each player in this chain adds value, and in
return receives an economic return, usually called “economic rent.” The amount each actor in the chain receives
varies with products and value addition, but the price received by the producer for his raw goods is only a
small fraction of the price paid by the consumer. This is on account of the fact that individuals (especially in the
bracket of small & marginal farmers who grow small quantities of produce) have limited bargaining power. Thus,
they are neither in a position to influence the price which traders pay them for their produce, nor the purchase
price of input suppliers for seeds, fertilizers, pesticides, etc. Moreover, individually they are also not in a position
to participate in the value chain beyond the trader on account of the small lot sizes they produce (economies
of scale) and high capital requirements. However, aggregation model though FPOs can resolve many of these
issues related to their participation in the value chain for better share and more remuneration. An example of
simple banana supply chain as business opportunity has been discussed below:
Particulars Price Dist. Price Dist. Opportunity for FPO in Tentative Margin
(Rs) (%) existing Supply Chain as a FPO (%)
Farm Gate Price 13.00 52.00
Commission Charges (PHC/aggregator) 0.50 2.00 As a Commission Agent 2.00
Labour & Transportation 1.50 6.00 Service Profit Margin 6.00
Wastage 1.50 6.00
Trader Margin 1.50 6.00 As a Trader 6.00
Commission (Mandi) 1.50 6.00
Wholesale Margin 2.00 8.00 As a Wholesaler 8.00
Secondary Transportation 1.00 4.00
Retailer Margin 2.50 10.00
Retail Price (Rs/kg) (7P) 25.00 100.00 22.00
28
Comparison of Banana Value chain with and without FPO
Price Dynamics in existing supply chain (Rs) Price Dynamics in modified supply chain (Rs)
Farm Gate Price 13.00 Farm Gate Price 13.00

Commission Charges (PHC) 0.50 FPO (scope of participation) 5.50
Labour and Transportation 1.50 Wastage 1.50
Wastage 1.50 Commission (APMC) 1.50
Trade Margin 1.50 Secondary Transportation 1.00
Commission (mandi) 1.50 Retailer Margin 2.50
Wholesale Margin 2.00

Secondary Transportation 1.00
Retailer Margin 2.50
Total 25.00 Total 25.00
f. Implementation & Monitoring Mechanism

i. A three-tier institutionalized structure (National, State and District level) has been conceived under the
scheme for effective implementation and monitoring.
National Level Project Management Advisory & Fund Sanctioning Committee (N-PMAFSC)
Monitoring Committees
(Secretary, DAC&FW as Chairperson and JS (Mkt.), DAC&FW as Mem.Sec)
State Level Consultative Committee (SLCC)

(Addl. CS/Sec. Agri./Agri. Mkt. as Chairperson & Rep. from NABARD as Mem. Sec.)
District Level Monitoring Committee (D-MC)

(With District Collector as Chairperson and DDM, NABARD as Mem. Sec.)
ii. Roles & Responsibilities of Committees
N-PMAFSC SLCC D-MC
Allocation Monitoring & Review Monitoring & Review
Identification of Identification of
Coordination produce clusters
produce clusters
Facilitation (licenses, shops, Facilitation (licenses,

Monitoring & Review spaces), common facility shops, spaces), common
centres facility centres
Policy Convergence Convergence
29
g. Support available under the scheme to different stakeholders

1. Incentive to Implementing Agency:
Upfront amount computed @ 3% of estimated annual expenditure

in the form of supervision charges
SFAC & NCDC
Additional amount computed @ 2% based on their performance assessment
During the first four quarters

No. of FPOs registered will be basis for
assessment of performance
Performance
Assessment Criteria
After one year:

(a) activeness of FPOs exhibited by
Sustainability of their activities
FPOs formed (b) adoption and execution of
business development plan
(such other criteria decided by NPMAFSC)
2. Incentive to Cluster-Based Business Organisations (CBBOs): The formation and incubation cost of CBBO,
limited to maximum of Rs. 25 lakh / FPO of support or actual whichever is lesser, is to be provided for five
years from the year of formation.
a. It includes cost towards undertaking baseline survey, mobilization of farmers, organizing awareness
programmes and conducting exposure visits, professional handholding, incubation, other overheads
etc. Payment will be made to the CBBOs by implementing agencies and shall be released after receiving
the utilization certificate of the previously released amount.
b. The implementing agencies, after their due diligence, will satisfy themselves with the performance of
the CBBOs as per the following criteria:
30
Performance of the CBBOs will be assessed based on baseline survey, report

First 6 submitted and aggregation activities undertaken for FPO formation
months
No. of FPOs formed in allocated aspirational districts in different blocks, if any
6 mths Number of farmers mobilized to become members of FPOs (min. membership of 300 in plain
to 1 yr areas & 100 members in NER & Hilly areas (including such other areas of UTs) as per
prescribed minimum number;
Registration of FPOs
Formulation of business plans for FPOs
First equity grant availed by the FPOs
Statutory clearances obtained to carry out business activities

Yr-2
Minimum 50% of business activities executed as per business plan
Number of preliminary awareness programmes for members/BoDs and exposure visits of FPOs
are undertaken
First tranche of Equity Grant availed by FPOs, if any
First tranche of Credit Guarantee facility availed by FPOs, if any
Institutional training provided to CEOs/BoDs
Registration of FPOs in e-NAM or other electronic platforms undertaken and trading activity
thereon taken place
Issuing share certificates to each member in third year, if any
Yr-3 & 4 Audited Financial Statements for FPOs for second year and third year in due time and filing
as required
MoU and vendor registration as per business plan with marketing agencies/institutional
buyers
Trading/uploading of produce in e-NAM/other sources, if any
Second tranche equity grant to FPOs, if any; and second tranche of credit guarantee
facility, if any
Audited Statements of accounts of FPO and filing it
100% of agri-business plan executed and value chain developed

Yr-5
Revenue model showing financial growth in last 3 consecutive years
Detailed project completion Report
Third tranche of credit guarantee facility if any.
31
3. FPO Management Cost: Under the scheme, financial support up to maximum of Rs. 18 lakh / FPO or
actuals, whichever is lesser is to be provided to FPOs for three years from the year of formation. From fourth
year and onwards, the FPOs have to manage their own business activities. The indicative financial support
broadly covers:
Salary of CEO/Manager
(max. up to Rs.25000/month)
Misc. (cleaning, stationery etc.) Salary of Accountant

max. up to Rs. 12,000/year) (max. up to Rs. 10000/month)
One-time registration cost

Travel & meeting cost
(up to max. Rs. 40000 or actual
(max. up to Rs.18,000/year)
whichever is lower)
One-time cost for minor

Office rent
equipment (incl. furniture & fixture
(maxi. up to Rs. 48,000/year)
Maxi. up to Rs. 20,000/-
Utility charges
(electricity & phone) of office
Max. up to Rs. 12000/year
Note: Any expenditure of operations, management, working capital requirement and infrastructure development
etc., over and above this, is to be met by the FPOs from their financial resources.
4. Equity Grant for FPOs
a. Support: Equity Grants shall be in the form of matching grant up to Rs. 2000 per farmer member of
FPO subject to a maximum limit of Rs. 15.00 lakh per FPO.
Objective
Enhance viability & Increase credit worthiness of Enhance shareholding of members to increase
sustainability of FPOs FPOs their ownership and participation in their FPO
b. Broad Eligibility Criteria

c. Equity Grant sanctioned will be released to the respective implementing agency for transferring to the
bank account of the FPO.
32
Should be a legal entity

& have raised equity
from its Members as per
AoA/ Bye laws
Have business plan &
budget for next 18 mths
based on sustainable No. of shareholders
revenue model are in accordance
with with the Scheme
Eligibility Criteria
Duly constituted MC
responsible for the Min. 50% shareholders
business of the FPO from SF, MF & landless
tenants
BoD & GB should Max. shareholding per

have atleast one member should not
woman member have exceeded 10% of
total equity
d. Post receipt follow-up action time frame: Within 45 days of the receipt of the Equity Grant, the FPO will
have to issue additional shares to shareholder members.
e. No. of times it can be drawn: The FPO can draw the Equity Grant in a maximum of 3 tranches (within a
period of 4 years of the first application and within the handholding period of CBBO) subject to the cap
and the extent it is able to raise additional member equity to qualify for an additional matching grant.
f. Recourse on Non-Compliance: In the event of violation of any of the terms and conditions, the
implementing agency will have the right to demand and enforce forthwith, the repayment of the entire
amount of Equity Grant sanctioned along with appropriate damages.
5. Credit Guarantee Facility for Lending Institutions
Objective
Providing a Credit Guarantee Cover to Eligible Lending Institution enabling them to provide
collateral free credit to FPOs by minimising their lending risks
33
NABARD NCDC
Will create & maintain a Rs. 1000 crore Will create & maintain a Rs. 500 crore
Credit Guarantee Fund Credit Guarantee Fund
Provide credit guarantee for FPOs Provide credit guarantee for FPOs
promoted & registered under both Coop. Act promoted & registered under Co-operative
& Companies Act Societies Act only
Not Covered
Covered Credit facility against collateral security
Credit facility (term loan, working capital and/ or third party guarantee, risks
or composite loan) sanctioned within 6 additionally covered under any scheme
mths from date of application for guaran- operated by RBI/Govt/General Insurer,
tee cover without any collateral security Overdue for repayment, Rescheduled or
and/or third party guarantees Restructured loans on becoming overdue
for repayment, etc.
Credit Facilities
Credit guarantee cover per FPO limited to

project loan of Rs. 2 crore
Loans up to Rs. 1 crore, guarantee cover

85% of project loan with ceiling of Rs. 85 lakh
(Max. guarantee fee 0.75% of credit facilty)
For Rs.1 - 2 crore, guarantee cover to be 75%

with a maximum ceiling of Rs. 150 lakh
(Max. fee 0.85% of credit facility)
34
Session V & VI
Scoping of Potential Opportunities –

Cluster Identification, Baseline Survey, Feasibility
study, Identification of Business Opportunities
Cluster-Based Business Organisations (CBBOs) have been assigned the task of formation & promotion of vibrant
FPOs. The broad approach to be adopted for the same can be as under:
Cluster
Identification
Business Diagnostic
Operation Study
Resource Feasibility
mobilization analysis
Business
planning
Points to be considered for Cluster Identification

Step-1: Cluster identification
Ideally, a cluster of more than 1000 farmers may be identified within one or two Blocks identifying
20-30 contiguous villages in a particular district to form agriculture -based Farmer Producers’
Organisations (However, this may change depending upon the products to be handled by the
FPO). Normally, selection of the cluster and the members is done on the basis of the commonalities
like produce, farmers’ need and common problems which they face in terms of inputs, production
and marketing.
Â The strategy involves organizing the primary groups on the basis of common interests, geographies and
then federating them as FPOs to address the larger issues of economies of scale in input management,
integration with the market, participation in supply chain at higher order, value chain development, etc.
based on felt need by the members of the primary groups. The benefits of adopting this approach:
35
Builds further on
organization building
efforts already made
with the primary
groups
With strong primary groups in

place, their participation in the
process of FPO formation will
be effective resulting in better
leadership & governance of
the FPO
Â Past experiences have shown that FPOs mature faster in cases where primary groups like Common Interest
Groups (CIGs), Self Help Groups (SHGs), Water Users’ Groups (WUGs), etc. are converted into FPOs without
altering & diluting their original identity i.e. they continue to function as primary groups as they did earlier.
Â Further, areas where past project investment on land, water, agriculture had been undertaken (watershed,
wadi, irrigation, land development projects, etc.), the FPOs are found to have better control over the
production systems and better understanding of the market which works positively for them.
However, while identifying a cluster for promotion and nurturing of FPOs following points should be kept in
consideration.
a The cluster of villages where the production of selected products/crops are produced in a regular manner to be
selected for the intervention.
b The identified cluster should have minimum of 500-1000 members spread over 1000-1500 acres area in general.
The optimal size for operations could also be worked out for each of the product/activity exclusively, but the
final consideration should be on the quantum of production and availability of marketable surplus.
c Geographic contiguity (nearness of villages), ease of communication among the producer members, etc. should
be given preference. Logically, micro-ecological units need to be used as micro-units for intervention.
d Another important point while finalizing the commodity cluster is the economics of scale. Some of the produce,
though cultivated on large scale, is largely stored for consumption rather than marketing. In such clusters, the
focus can be only on the production and the planning of interventions should be around the production aspect.
e Good scope for integration of technology within the cluster should exist. The technologies selected necessarily
should not be high-end technologies. The attitude of the people and availability of the resources for technological
integration should be identified.
36
Step-2: Diagnostic Study

The diagnostic study in selected clusters is conducted to assess the preliminary situation of
the farmers and the status of agriculture in that area. The study will also facilitate identifying
the potential interventions required and understanding the specific context of project
implementation. The objective of the study is to develop a planning as well as reference document
defining the pre-development contours in the context of goals to be achieved. Hence, the facts and
figures that are presented must be comprehensive and must lead to an action. The sustainability
of any intervention depends on the impact of the intervention on the member families. The
design variables for the intervention can include elements like size, scope, institutional structure,
management and technology. The diagnostic study helps us to finalize the design variables using
the primary and secondary data analysis and contextualize the interventions.
Process involved in conducting Diagnostic Study
Feasibility analysis of the

identified activities
Collection of primary data

in the identified cluster,
resource mapping, and
problem tree analysis
Collection and analysis of
secondary data
i. Collection of secondary data: This involves collection and analysis of secondary data for identification
of potential activities and assessment of resource availability to continue & sustain the activities to be
undertaken by the FPO. Generally, most of the needed information is available in the official website of the
concerned district (district.nic.in) However, the discussion with the concerned line department officials and
concerned KVKs will be very useful. An indicative list of sources of secondary data is given below:
S. No. Variables Data to be collected Source Office

1 Geographic z Area of the cluster, map & boundaries Block/ Mandal Office
features of the z Political & developmental divisions (Villages, Hamlets, Panchayats)
cluster z Topography
z Soil type
z Land classification
z Climate aspects like rainfall pattern, temperature, humidity, etc.
2 Natural Resources z Natural resources of the cluster/nearby areas DRDA, District / Block
z Area under forests Agriculture office ,
z Water resources Forest Department,
z Marine resources etc.
3 Demographic z Population (village wise) DRDA, District
features of the z Population density information Centre,
location z Working force classification Census report, etc.
z Below poverty line population
37
S. No. Variables Data to be collected Source Office

4 Status of women z Gender ratio DRDA
and gender related z Literacy rate
issues z Women workers
z Women in agriculture
5 Access to financial z No. of banks (Com. Bks, RRBs, Co-op. Bks & Pvt. Bank), NBFC/MFIs Lead bank
services & issues z Deposit mobilization and credit advancement status of banks
therein z Share of rural credit especially agri- credit (working capital and
term loan) and non-farm credit
6 Access to common z Storage facilities (godowns, cold storage, etc.) BDO Office/District
infrastructure z Irrigation facilities (canal/ tube wells/ dam/ community pond) Office
facilities and issues z Tele-communication facilities
therein z Transport facilities
z Market yard
7 Livelihood status – z Land area under agriculture/ horticulture D e p a r t m e n t
farm based z Types of crops grown of Agriculture,
z Cropping seasons & crop patterns Horticulture, Animal
z Productivity of crops Husbandry, Fisheries,
etc.
z Sources of irrigation
z System of marketing
z Skills of farmers
z Status of livestock farming (dairy, poultry, goatery, fishery, etc.)
z Status of other allied activities like bee keeping, mushroom,
sericulture, etc.
z Status of NTFP in the cluster area
z Marketing points/ point of sale – Village/ Panchayat haat,
mandi, etc.
8 Livelihood status – z Non-farm activities prevalent in the cluster KVIC / DIC
Non Farm Sector z Skill available
z Quality of product
z Point of sales (marketing)
9 Developmental z List of NGOs functioning in the location with their major focus DRDA/DDM, NABARD
interventions area in relation to livelihood
by Government, z List of Govt. schemes being implemented in the location with
NGOs and local their major focus area
institutions
Analysis of secondary data: The analysis of the secondary data

collected above will provide a bird’s eye view about the cluster area
and the livelihood opportunities available therein. Even though it does
not give the full picture about the existing status and developmental
issues related to livelihoods, it provides certain leads for further
probing. The analysis can be done as follows:
Block Map:
The map of the block will provide information about the boundary
and landscape of the cluster area. The details of panchayats and
38
villages have to be marked in the map. The other details collected like transport facilities, communication facilities,
location of banks, infrastructure facilities like godowns, collection centres, markets (both for inputs & outputs),
availability of natural resources, crops grown, etc. to be marked in the map. These markings will help further
clustering the block based on the crops/activities.
Occupational structure of cultivators:

The details of activities undertaken by farmers under agriculture
and allied sectors and other livelihood activities in the area can be
analysed. The proportion of cultivators vs marginal workers will
provide details on the availability of the workers for the production
function and also help to understand the availability of work for
the labourer (If the proportion of marginal workers population
is very high in the cluster, it can be inferred that majority of the
land is owned by a few landlords and the remaining population
is landless). This need to be further explored in a detailed manner
during PRA exercises or the primary data collection stage.
Rainfall Pattern:
The analysis of the rainfall data for past 25-30 years will enable us to understand the trends in rainfall patterns and
impact of climate change in the cluster. The analysis will also provide us with useful information like:
Â Period of onset and withdrawal of monsoon
Â Quantity of rainfall received per annum
Â Frequency of occurrence of dry spells/drought/floods
The information above will help us to understand the trends in rainfall pattern during the year and the expected
risk in the selected crop/activities.
Seasonality, cropping pattern and preparation of

cropping calendar:
Seasonality in agricultural operations would provide information
on the availability of employment opportunities and crops
grown in different seasons. Knowledge on this aspect would also
facilitate credit assessment & potential relevant technologies for
the agricultural operations. The analysis of change in cropping
pattern at least for last 5 seasons will help us to understand the
production trend, market demand, soil health, labour demand and
the availability of resources.
Land use patterns and productivity assessment:

The total cultivated area of each of the villages and the wet, dry and
backyard land details could be assessed and marked on the map to
understand the land use and cultivation practices. The details of wasteland, dry land & grazing land availability
could also be analysed which will enable us to define the future interventions. Year-wise productivity assessment
of the major crops grown in the block should also be considered to understand the trends in production and
productivity in the cluster area and to find out the cropping intensity (area cropped more than once).
39
Natural Resources:
The information on forest cover, non-timber forest produce, tanks, watershed, wasteland, river, coastal area,
etc. will help us to understand the potential economic opportunities available for the people in the cluster.
This information will be handy while planning for the resource conservation through effective use of natural
resources for the benefit of the farmers.
Irrigated area in the Block:

The information on sources of irrigation viz. canal, tank, tube well, open well, drip/sprinkler, etc. and also on aspects
like net area irrigated, area irrigated more than once, irrigation intensity in each village under the cluster could
be assessed and analysed which will enable decision-making on the interventions required to be undertaken.
Infrastructure facilities:
The above details could be analysed and their sufficiency towards running the business could be assessed for
finalizing the cluster and the feasibility of running a business.
Road & Rail Connectivity Approach Road between villages
Transport facilities Internet Connectivity
No. of bank branches & distance between

Marketing cooperatives & PACS
the villages and the branch
Sorage facilities Irrigation sources
Markets
Market details:
The distance of the market both for input and output services from the production site is very
important information for assessing the cost of operations and the scope for marketing. It should
also be kept in mind that informal intermediaries other than formal market systems operate in
the markets. They decide the prices for most of the commodities. Due to the vulnerable situation,
the farmers are forced to accept the price offered by them. To understand this issue, government
rates (MSP) and actual prevailing rates have to be collected through secondary sources and then
through interaction with the community, the reality needs to be assessed.
Overall, the analysis of the secondary data will help us to understand the overall socio-economic scenario,
availability & gaps in infrastructure, livelihoods patterns, land-use patterns, dominant crop of the area, availability
of work force, market & marketing details, existing natural resources, etc. These details could be marked in a map
which will help to identify the cluster of nearby villages based on commonalities.
40
ii. Primary data (Collection through baseline survey and PRA)
During the above exercises, the CBBO will generate the following information in addition to many others:
Cluster Map with village details
Household details with name of the head of

HH (Collected from BDO office and Agriculture
Department)
Dominant crop or the activities

identified in the area
Using this information, a baseline survey may be conducted in the identified cluster villages for collection of
primary data from each household for undertaking feasibility analysis.
Baseline survey and feasibility study in the identified cluster for promotion and formation of
a FPO
To undertake a feasibility study of the FPO, primary data of the identified cluster is required which will help in
formulating technically feasible and economically viable business plan. The required primary data for undertaking
base line survey can be broadly categorized under five major heads:
Input Technology Outreach of Marketing Risk Mitigation

Management Transfer formal / informal (supply chain Measures
credit system system)
Input Management Technology Transfer

Cropping Pattern Advocated Package of Practices for the crops grown in the area
adopted
Land preparation : Method, season & cost Present level of adoption of technologies
Seed : Availability, accessibility, variety & quantum per Institution involved in the area
unit area
Irrigation : Type of irrigation, infrastructure, frequency Mode & efforts of the institutions for transfer of technologies
and scheduling of irrigation
Fertilizer : Availability, accessibility, type and quantum Farmers and institutions view on the above
required per unit area
41
Pesticides : Availability, accessibility, type and quantum Information on new/modern technologies suggest in the area
by technical institution
Labour/workers availability workers and the prevailing Issues involved in adoption of new technology
rates
Assets ownership / custom hiring, level of mechanization Government schemes related to above along with incentives
and expenditure involved
Intercultural operations
Pre and post-harvest management practices and
available infrastructure support
Input-wise expenditure per unit area
Production and productivity
Outreach of credit Marketing Risk Management

Types of financial resources Types of supply chain Level of risk associated with production
available (drought, flood, pest and diseases, water
scarcity etc.
Availability and extent of formal Extent of business participation of the Coverage of crop insurance
credit farmers in existing supply chain
Gap in requisite credit needs Distribution of economic rents among Diversification of crops
different stakeholder of supply chain
Cost of informal credit Gaps in economic rent under formal Status of agriculture allied sector,
and informal supply chains expenditure, income / loss, input supply etc.
Issues / constraints in credit Possibility of alternative supply chains Outreach of schemes, procurement on MSP
outreach
Â An indicative baseline survey format could be as below (information and parameters could be added or
deleted as accordingly customised as per need & experience):
I. General Information
Name of the Head of the Household:
Father/ Husband’s Name: Village:
Age Caste1 Category2
Contact No. 1 2
Gender Education
Primary Secondary
Occupation Occupation
Total Family Adult Male Adult Female
Members
1
Caste – SC-1, ST-2, SEBC-3, General-4
2
Category – MF – Marginal Farmer (< 1 Ha) - 1, SF – Small Farmer (1- 2 Ha) - 2, Med. F – Medium Farmer (2-4 Ha) - 3, and BF – Big Farmer (> 4 Ha) - 4
42
II. Land Use Pattern

S No. Land Particulars
1 Total Land ( Unit Area )
2 Total Cultivated Land Fragmented or consolidated (No)
3 Types of land Low Land Medium High Land
4 Of which, Irrigated Land

5 Source of Irrigation
6 Total Land cultivated Kharif Rabi Zaid
7 Crops cultivated
8 Land under perennial crop
III. Cropping pattern, Area and Production (last three years)

Season Name of 2017-18 2018-19 2019-20
the crop
Area Production Area Production Area Production
(acres) (Qtls) (acres) (Qtls) (acres) (Qtls)
Kharif
Rabi
Summer
(Zaid)
IV. Annual Agriculture Input Expenses

Particulars Units Crop I Crop II Crop III
Qty Rate Amt. Qty Rate Amt. Qty Rate Amt.
Land preparation
Material cost
z Seed
z Fertilizers
43
z Pesticides
Labour
Sowing
Inter cultural
operation
Weeding
Harvesting
Transportation
Other (if any)
CoC per unit area
V. Uses of fertilizers and requirement during the year

i Uses of organic Indicate season wise requirement
manure , Bio
fertilizer (BF)
ii Crop-wise Crop N P K DAP Micro- Vermi/ BF
requirement of nutrient
fertilizers per
annum (Kg) I
II
II
VI. Information of sources of seeds, fertilizer & pesticides (annual basis)

Seed Pesticides Fertilizers
i Source of procurement
ii Seed treatment (Y/N) -- --
iii Type of seed used (Hybrid/General)
VII. Agricultural Infrastructure available with the farmer

S. No. Particulars Units Annual Use (hr)
1 Source of Irrigation (canal/tubewell/tank/etc.)
2 Sprinkler / drip irrigation System
3 Pumpsets ( Diesel/ electric/ Solar)
4 Tractor (with HP)
5 Cultivator
6 Rotavator
7 Harrow
8 Plough (MB Plough / Disc Plough)
9 Seed cum fertilizer drill
44
10 Trolley
11 Laser land Leveller
12 Seed Planter
13 Weeder
14 Sprayer
15 Combine Harvester
16 Power Tiller
17 Picker
18 Straw Bailer
19 Thresher
20 Fodder cutter
21 Shredder
22 Storage facility (godown, cold store, etc.)
23 Processing equipment/machines
24 Other (to be specified)
VIII. Bank linkage

1 Name of financial institutions operating in the area
2 Name of the Bank/FI where you have an account

3 Have you availed KCC loan? If yes , amount of KCC limit
4 Have you availed any term loan? If yes , purpose and amount
5 Your overall experience with the bank
6 Have you taken any insurance policy? If yes indicate the insurance amount and name of
the insurer
IX. New technologies adopted by Farmers

1 New technologies adopted for Line sowing DRIP/Sprinkler Net House Precision Others
increase in production /SRI Farming (specify)
2. New technologies for

harvesting & post harvesting
X. Risks associated with production and marketing of crops

1 In your opinion what are the risks Rainfall Irrigation Pest & Disease Climatic
associated with production of crops? conditions
2. What is your mechanism to cope

up with fall in the price of the
commodities produced by you?
45
XI. Producer family earning chart
Activity Item Jan-March April-June July-Sept. Oct.-Dec Total earning

On farm Staple crop
produce Pulses
Oilseeds
Vegetables
Horticulture
Any other
Animal Cow
husbandry Goat
Poultry
Fishery
Any other
Forest produce Honey
Leaf making
Lac
NTFP
Any other
Wages Labour –
MGNREGA
Labour – Other
Art/craft/ other
XII. Producer family Activity chart (Farming, Animal husbandry, Collection of forest produce, Trading, Wage
earning, others)
Producer member Jan-March April-June July-Sept. Oct.-Dec
Self
Wife /Husband
Father
Mother
Child 1
Child 2
Child 3
XIII. Livestock details

Expenditure on
Name of the animal Number Type of feed Income per year
feed / Month
Cow (Desi)
Cow (CB)
46
Ox
Goat
Poultry
Pig
Others
XIV. Forest based products (NTFP)

S.N. Name of the Source area Season for No. of days Total quantity Price earned
produce collection engaged sold (Kg.) (Rs.)
XV. Existing marketing channels (Please check the appropriate channel and provide the unit price of the
item sold
Items Village Weekly City retail Trader/ Whole Any other Farm Gate
peddler haat market Agent seller (Specify) price
Paddy
Wheat
Maize
Potato
Onion
Tomato
Brinjal
Cauliflower
Chilli
……..
XVI. Family expenses

S.N. Item Qty (Kg) Subsidized (Y/N) Price per Kg. Total Amount
1 Rice
2 Dal
3 Wheat
4 Cooking oil
5 Vegetables
6 Meat/Fish
7 Spices
47
8 Tea/Sugar
9 Soap/detergent
10 Cosmetics
11 Medicine
12 Education
13 Cloth
14 Others
Enabling parameters for conducting a baseline survey
z The unit of the baseline survey is the producer/farmer family. Hence, the survey has to focus on collection of family
data.
z In the identified cluster/s, a team of at least 02 persons (preferably a social mobilizer & one with an agriculture
background) along with a local person should visit the cluster villages to collect primary data from each household as
also to understand the activities profile & other related issues.
z The team should also interact with progressive farmers and intermediaries operating in the area for an deeper insight
on their functioning in the target area.
z The primary data from other stakeholders like banks, PRI members, KVK, line departments etc. could be collected
though a questionnaire method.
z It is also better to undertake discussions with different strata (farmer groups) separately like small and marginal
category, farmers having medium and larger land holding, etc. to have a better contextual understanding
Output of baseline survey

After the baseline survey, the following information would be generated for feasibility analysis:
z Cropping Season/ Crop Rotation z Land preparation – Mode & Cost

z Varieties and seed rate z Seed availability – Source & Cost
z Level of adoption of package of practices and gaps z Cost of cultivation per unit area
z Access & availability of resources for cultivation (water, z Quantity of input needed per acre and the cost of input
fertilisers, pesticides, credit and technology support)
z Availability of labour/workers and prevailing wage z Crop-wise/activity-wise production & productivity as
rates also the gaps
z The risks associated with the production (rainfall, z Adoption of new technologies and issues involved
water, climatic condition, pest and diseases)
z Risk mitigation mechanism – schemes, coverage, tools z Market price movements
z Marketing supply chains, level of farmers participation, z Details of service providers and associated margins
gaps, scope of developing alternate supply chains
z Formal & informal credit – Sources, cost, outreach, etc. • Social & cultural setup
iii. Feasibility analysis
Using the above information from the collected primary & secondary data, the feasibility of the prospective
business plan for the identified cluster can be assessed to achieve success of a proposed business venture. While
undertaking feasibility analysis of the gathered information, the following parameters need to be considered-
48
General rules for elimination of unviable economic activities:
First Elimination
Eliminate the activities which Second Elimination

are done on a lower scale and
are not fit for undertaking on Eliminate the products with low
Thiird Elimination
business lines demand, margin constraints &
limited potential for future
Eliminate the activities/ products
upscaling, etc.
which have a negative impact on
the environment
Potential gaps in input management

z Quantitative gap assessment in availability of quality seeds and distributor/retailer margin
z Quantitative gap assessment in availability of fertilizers/micronutrients/pesticides on time and distributor/retailer margin
z Status and utilization of farm mechanisation and gap in farm power
z Status of diversification in farm implements
z Assessment of the crop and input-wise cost of cultivation
Potential gaps in technology transfer

z Crop-wise gap in potential and realized yield
z Extent of adoption of scientific package of practices for different crops grown
z Extent of adoption of new/modern technologies suggested in the area by technical institution

Potential gaps in input management

z Extent of market surplus of agriculture produce
z Mechanism of marketing
z Actors involved in the marketing
z Opportunity cost / farm gate price during the past 3 years under different supply chains
z Product-wise demand and supply gap in the nearest mandis
z Assessment of any product which is in demand in the market but not produced in the cluster
z Assessment of marketing cost and marketing margins
z Distribution of economic rent among different stakeholders in prevailing supply chain.

49
Potential gap in credit outreach
z Sources of funds for agricultural operations

z Assessment of formal and informal credit
z Gap in the availability of formal credit
z Extent of under-financing by the RFIs
Potential gap in risk management
z Extent of diversification of agriculture & potential thereof

z Extent of crop insurance coverage
z Extent of storage facility vis-a-vis requirement in the cluster
z Availability of weather forecasting services
z Level of access to market information/intelligence
z Level of convergence under various State/Centrally sponsored schemes
Determination of economically viable activities

Based on the above information, the identified activities can be grouped as under
Â Aggregation of input
Â Aggregate marketing
Â Enhancement of production and productivity of identified crops
Â Primary and secondary processing
Â Trading business
Steps required for assessment of economic viability of identified activities
Step I Name of the economic activities to be undertaken
Step II Working out annual cost of operation incl. capital cost
Step III Estimate the benefit to be accrued
Step IV Financial appraisal of the identified activity
Step V Recommendation/ Decision for selection/rejection
Note – Repeat all the steps for all the identified activities
50
An illustrative example for aggregation of input model

(Custom and hiring services for mechanisation)
Farm mechanization is a high capital-intensive activity, which is not found economically viable in general for
small and marginal farmers. However, it can be a good business opportunity if undertaken in Ola-Uber Model
on account of full utilization of the specified economic hours lowering annual fixed cost of the machines and
implements. An illustrative custom and hiring business model comprising of 10 machines and implements has
been analysed to understand the methodology of assessment of demand and supply of the particular machines/
implements in an identified cluster, estimation of hiring charges, hours for breakeven points (BEP) and annual
profit and loss.
Machine / Annual Variable Hiring Annual BEP Net Utilization Annual
Implements Fixed Cost Cost (Rs/ Cost Utilization (Hr/yr) against the BEP Profit /
(Rs) hr) (Rs/hr) (Hr) (hr) Loss (Rs)
Cultivator 4698 120 600 375 10 365 219134

Bed Preparation Machine 7802 390 1500 241 7 234 351000
Disc Plough 6576 169 1175 155 7 148 174446
Furrow Opener 6414 152 800 215 10 205 164078
Harrow 2682 103 600 108 5 103 61561
Leveller 1897 103 600 130 4 126 75709
Rotary Tiller 64238 136 700 50 114 -64 -44714
Rotavator 13551 152 850 651 19 632 536841
MB Plough 8130 136 850 202 11 191 162022
Trolley 19478 136 500 298 54 244 122000
Total 1822077
It is also pertinent to mention here that while identifying the opportunities available for the FPO in the identified
cluster based on feasibility analysis, one should take due diligence as errors in opportunity selection are fairly
common as mentioned below -
1. “Copy-cat” syndrome: There are FPOs who choose a given opportunity because others have taken it up
and are seen to be doing well. They do not realize that there is no room for too many entrepreneurs in a
particular product line.
2. Fallacy of Numbers: Many persons have a tendency to accept and rely upon income and profitability
estimates. Other factors such as location, local competition, risks involved which may affect profitability are
not considered.
3. Mismatch in hard/soft skill competencies of entrepreneurs
4. Undifferentiated products/services: A large number of small enterprises are not performing well or
closing down because they are too identical. There are several similar products in the market. The competition
rests on price and the price comes down to an unprofitable label.
The outcome of the feasibility analysis will give insight to FPOs to take decision on the following counts -
Â Scope & scale of input business in the cluster
Â Selection of products for aggregation and marketing
51
Â Minimum acreage under crop/s for threshold scale for conducting business
Â Quantum of produce required for facilitation of marketing by FPO to at least reach the breakeven point
Â Scope for increasing the production base for future expansion procurement and marketing business
Â Based on the marketing study, identification of scope for primary/ secondary processing in the cluster area
Â Scoping for demand-based product/crop diversification
Â Gap in the availability of the infrastructure, convergence linkage, credit, etc. in the cluster area
Using the above information, the plan for the intervention and coverage of members can be planned and
incorporated in the business plan.
Participatory Rural Appraisal (PRA) technique

The Participatory Rural Appraisal (PRA) technique can be adopted for gathering the farmers’
perspectives on various problems/issues encountered by them as well as the types of opportunities
available. It provides scope for all involved to learn from each other and stimulates self-propelled
initiatives.
Participatory Rural Appraisal – An Approach

Participatory Rural Appraisal (PRA) is an approach to collect data or to learn about situations and conditions
in rural areas. PRA is a set of methods and techniques that development practitioners use in the field for
information & data collection. It is fairly quick and easy to collect any data/information we need in a rural area
or tribal village. The PRA process also enables us to get closer to the rural community, which makes way to plan
in a participatory mode. Depending on the type and nature of data required for our purpose, we can choose
appropriate PRA methods and tools for data collection in the given village/s. PRA is a growing combination of
approaches and methods that facilitate the sharing, cross learning, analysis, evaluation and enhancement of
livelihood experiences and life conditions among key actors or stakeholders within a specified setting.
Having determined the set of variables to be investigated, a major challenge is deciding on which participatory
methodologies and techniques would facilitate capturing of the minimum set of data and information
required. In this regard, there is a need for due diligence in determining the approach to the training and the
set of tools that are best suited for the prescribed investigations. Each PRA team must schedule its respective
activities and ensure compliance with the overall framework for the implementation of the PRA exercise, in
order to guarantee achievement of the required outputs.
PRA Tools
Generally, the following PRA tools can be useful for capturing the information relating to the key areas
pertaining to FPOs:
1. Brainstorming
2. Focus Group Meetings
3. Resource Mapping
4. Preparation of crop calendars
5. Constraints Analysis or Problem Tree analysis
6. Opportunity Matrix
52
7. Stakeholder Analysis
8. Trend Analysis
9. Crop budgeting
1. Brainstorming: The main purpose of brainstorming sessions is to enhance the creativity of a group,
using their collective insight to derive timely solutions to a problem. It is important to comply with the
following four basic ground rules of brainstorming in order to minimize participants’ inhibitions and
enrich the content of the group:
i. Focus on quantity - The greater the number of ideas generated, the greater the chance of producing a
radical and effective solution.
ii. Withhold criticism -Rather than criticize or judge ideas, participants should focus on strengthening the
validity of ideas generated by others. In doing so, all participants will feel free to share their ideas. All ideas
should be given equal weight.
iii. Embrace unusual ideas - No idea, no matter how obscure it sounds, should be rejected. This will help
generate a healthy variety of varying perspectives, as what may sound ridiculous at first, could prove to
be an innovation later on. It may be remembered that new ways of thinking can provide better solutions.
iv. Consolidate/ build on ideas - By a process of association, ideas may be combined to form a single better
idea, as suggested by the slogan “1+1=3”. This can help in team building and reserved members of the
group may feel encouraged to contribute.
Some of the disadvantages of brainstorming relate to the difficulty of accurately recording the points
generated and if some members of the group are not familiar with the topic of discussion, it becomes difficult
to brainstorm and stimulate a free flow of ideas. It is, therefore, critical to define or state the problem clearly,
concisely and unambiguously before a brainstorming session.
2. Focus Group: A Focus Group is a relatively low-cost and quick qualitative research method to gain an
understanding of local perceptions, opinions, beliefs and attitudes to the issue(s) being studied. One
can get a great deal of information during a focus group session. Focus groups are dialogue sessions
with less than 20 persons (preferably 6-10 persons) participating in the group and is quite similar to a
brainstorming session. Focus groups can also be viewed as multiple interviews where questions are asked
in an interactive group setting and where participants are free to converse with other group members.
3. Resource Mapping: Resource distribution, use and access is usually a sensitive issue for persons who
control or have access to them. Consequently, knowledge of the social, economic and political structure
of the targeted community is an important prerequisite for mapping the prescribed level of required
detail. For example, wealth ranking can be useful information applied to the map. In fact, resource
mapping requires the application of other tools, in particular transects which allow in-depth analysis
of individual resources. The construction of resource maps in relation to different farm, household or
enterprise types, socio-economic strata, livelihood modalities and agro-ecological zones, supports the
ability to identify, locate and classify past and present resource occurrence, distribution, use, tenure and
access. For example, critical locations such as fragile zones and areas predisposed to land degradation
can be identified and mapped. The mapping process can also reveal the significance, participants attach
to resources. Furthermore, there is the opportunity to gain a visual appreciation of relations between
resources and issues and their spatial location (e.g. deforestation, land erosion, poor feeder roads, etc.).
4. Crop Calendar: Crop calendars present the pattern of activities related to the production, harvesting and
marketing of specified crops. This participatory tool provides scope to explore changes with respect to
gender-specific workloads, as well as the constraints and opportunities for increased productivity.
53
Steps in preparing a Crop Calendar

i. Draw a calendar which indicates the month of the years on the ground (in a large open space) or on a
large sheet of paper.
ii. Begin by indicating the rainfall pattern in each month of the year. If in an open space, the group can use
stones under each month of the calendar to denote the relative intensity of rainfall (more stones meaning
more rainfall pattern in each month of the year.
iii. List the crop in an additional column to the left and indicate (with lines) when the various farm management
activities are carried out, e.g. land preparation, pest management, fertilizing, planting, staking, weeding,
mulching, harvesting and marketing.
iv. Activities may be denoted by the intensity of the task by varying the type of line. Indicate continuous
activity by a solid line, intermittent activities by broken lines and a heavy black line may be used to show
intense activity.
v. Indicate which activities are performed by both women and men, or either only by men/women. Use
different symbols to indicate the legend for the crop calendar.
vi. After completing one crop, develop another calendar for another crop and repeat the steps. If there is
any allied activity like livestock farming, use the calendar in a similar manner for each type of livestock e.g.
poultry, pigs, goats, sheep, cattle etc. While the calendar is being created, encourage participants to probe
and check information and encourage debate. On completion of the calendar, the group should further
discuss what the calendar reveals to them. The group discussion can be facilitated through brainstorming
and collective decision-making to identify and prioritize issues. Some of these include:
z Who is doing what type of work?
z Are women working harder than the men or vice versa?
z Is pest and weed control, fertilizer application, etc. being undertaken at the right time?
z Was the harvesting period too short?
z Is there a scope for other activities or can some activities be done differently?
z Are the resources available being used properly?
z Can improved technology be adopted?
An album of calendars addressing the range of commodities in a particular context, e.g. an agricultural region,
will provide diagrammatic representations and a “temporal dimension” of the various activities, constraints
and opportunities that influence the livelihoods of farm households. The categorization of production and
marketing activities by season, month, frequency and gender also provides a useful reference guide for a
gender- aware approach to project planning and output evaluation, as well as agricultural policy analysis and
formulation.
5. Constraints Analysis: A constraint is a situation or a factor that determines what will not happen. These
limitations, imposed by nature or by humankind, prevent the realization of goals and targets, by not
permitting certain actions to be taken. Constraints occur at different levels:
z Farm
z Community
z Region
z District
54
z Nationally and
z Internationally
Some constraints have few causes and can be easily and quickly eliminated. These elastic types of constraints do
not therefore preclude actions, alternatives, consequences, and objectives in the short term. Other constraints
have many fundamental causes and a network of influences. These rigid types of constraints are usually more
difficult to deal with and require a coherent set of actions in the medium to long term. It is useful to distinguish
short, medium and long-term constraints. For example, poor drainage may be a constraint in the short term,
however low yields may be a medium-term problem; while insecure land tenure and soil degradation could
pose problems in the long term. Constraints analysis is a methodology for mapping critical path of actions
required to create an enabling environment for sustainable livelihood systems.
The strategy to remove or circumvent the most critical or binding constraints and facilitate technological
advancement and improved rural livelihood systems must clearly identify
i. Why does the problem exist?
ii. What and who is responsible for the problem?
iii. How, when and who needs to act to overcome the constraint(s)?
Once the constraints of a particular circumstance have been clearly identified, they need to be analysed in
order to find solutions. Towards this end, problem-tree analysis is used to logically map the relationship among
constraints in a hierarchy of cause-effect relationships.
Constructing a Problem Tree

Â Brainstorm and research all existing negative conditions that can potentially be resolved. Do not list
conditions with no solutions e.g. hurricanes or time.
Â The group must discuss the constraints identified and attempt to fine-tune the listing by merging similar
issues.
Â Use a separate card to itemize each of the discrete constraints identified.
Â Determine core constraint and place the card in the centre of the work area for the development of the tree.
Â It is recommended that participants use the floor or wall with constraints concisely written, each on a
separate small piece of paper.
Â Identify which of the remaining constraints directly contribute to this focal problem and place these
causes below the core constraint.
Â Similarly, the direct and substantive effects of the core problem are identified and placed above it.
Â Other contributing causes and effects are similarly identified and diagrammed.
The problem tree comprises various levels of cause and effect relationships which are all connected to the core
problem. This process is debated until all participants concur with the mapping of the relationships among
the constraints identified by the group. Once the problem tree has been constructed, its validity must be
tested. To do this, each constraint is examined systematically to determine whether or not it can be resolved
through the efforts of the individual farm household, the farming community or FPO-like organisations. The
reformulation of the constraints into positive desirable conditions or opportunities, constitutes the transition
to an Objectives Tree and the start of the formatting of an opportunity matrix.
55
6. Opportunity Matrix: Identifying constraints, their causes and effects, and the most appropriate and
practical ways to overcome them initiates communication and builds trust among all key actors and
stakeholders involved in the PRA process. Options for overcoming constraints should be as specific as
possible and each solution suggested by the group must comply with the following ground rule:
z Those involved are both willing and able to initiate and facilitate the change.
z This approach fosters self-determination, diminishes apathy and emphasizes the creation of
sustainable solutions and the exploitation of opportunities which are accessible and within one’s
sphere of control. In this way, development becomes self-propelled and sustainable.
The development of an opportunity matrix starts with rephrasing each identified constraint into positive
desirable conditions and detailing the opportunities for innovation and change. The Opportunity Matrix can
be further expanded to an overall strategy that translates constraints into a logical hierarchy of opportunities
and actions. Each action proposed must be owned by an individual or agency with the commitment to
guarantee its successful implementation in the stipulated time frame.
7. Stakeholder Analysis
Stakeholder analysis provides scope for the identification and assessment of the degree of influence which individuals,
groups and institutions may have on a specified activity or project. This PRA tool can therefore be used to:
Â Identify people, groups, and institutions that will influence the initiative (either positively or negatively).
Â Anticipate the kind of influence, positive or negative, these groups will have on the initiative.
Â Develop strategies to get the most effective support possible for the initiative and reduce any obstacles
to successful implementation of the programme.
Developing a Stakeholder Analysis Matrix

Â Organize group brainstorming to identify all the persons, groups, organizations and institutions that will
impact or be impacted by the proposed interventions.
Â Determine whether each stakeholder is likely to enable or sabotage the proposed intervention and using
the following matrix, list each appropriately in the segregated column titled “stakeholder”.
Â Having assessed each stakeholder listed as an enabler or saboteur, consider:
z The role the key stakeholder must play to guarantee the successful implementation of the intervention.
z The likelihood that the stakeholder will commit to the prescribed role.
z The consequences of a stakeholder’s negative response to the project.
Â Assign A for extremely important, B for fairly important, and C for not very important. Record these letters
in the column entitled “Assessment of Impact”.
Â The final step is to determine what actions can be taken to ensure that all key actors and stakeholders
add value to the proposed change process. What can be done to get stakeholder support and reduce
opposition? Record proposed strategies for obtaining support or reducing opposition in the last column
in the matrix.
Problems are very likely as long as there are people or interest groups. To understand the problem, stakeholders
must be first understood. Stakeholder analysis is, therefore, critical to the process of problem solving. This
participatory technique serves to discern the interest and expectations of persons and groups, in addition to
how they can be impacted or can impact, positively or negatively on the intervention in question.
56
8. Trend Analysis: Trend analysis is employed to identify current and future movements of particular
phenomena. This process may involve comparing past and current crop productivity levels, cost of
production, soil fertility, rates of erosion, income levels, agricultural labour force and a host of other factors.
If, for example, an estimate of the group’s capacity to supply a commodity for the market is required; data
and information will have to be captured on the level of production of that commodity by that group
over a period of time. Record keeping and documentation are therefore a prerequisite for trend analysis.
Steps in conducting Trend Analysis

Â Clearly establish the focus of the investigation.
Â Determine what kind of information/data is needed.
Â Review appropriate secondary data sources to collect the historical information required.
Â By way of a participatory brainstorming session, determine key factors that may have led to the trend
of performance for what is being investigated. The brainstorming exercise will allow for a rich and quick
listing of those critical factors, based on the knowledge, perceptions, experiences and collective wisdom
of the participants.
Â Organize and present a diagrammatic representation to illustrate the pattern of the variable(s) over a
specified time period. Commonly, a line graph or bar chart is used to illustrate variations over time.
Â The representation of the historical information in the form of a graph or similar illustration is a good
discussion aid.
After identifying past and present factors that are contributing to the current trend in performance, a priority
grid and constraints analysis could be conducted to estimate the level of influence and impact of the various
factors.
9. Crop Budgeting: Crop budgets indicate what returns particular crops could average over time and
location. Individual farm or enterprise results will differ from prescribed technological packages because
of variations in soil types, location to markets, accessibility of inputs and management capability
among other considerations. With the trend towards an increasingly competitive agricultural trading
environment, farm (household) enterprise systems must generate the information/ data for informed
cropping decisions.
Crop budgeting inevitably assists in the examination of the relative profitability of the crops grown in a
particular farming system. Participatory tools such as crop calendars, resource flows and time budgeting, as
well as access and control profiles, are useful to the process of determining the cost and returns of a specific
commodity or farm. A necessary prerequisite to this process is the keeping of records for different categories
of farm (household) expenditure and income. Crop budget formats vary from area to area. Some are complex,
others are relatively simple.
Crop budgeting gives a reflection of the level of technology employed and provides scope for an assessment
of options that could inform the level of production and productivity. The use of a matrix allows comparisons
of expenditure and income from various production and marketing activities as it relates to the cultivation of
various crops. Crop budgets also allow for an assessment of the level of investment in improved commodity
production and marketing technologies, for example: irrigation and packaging. In conjunction with the
constraints / opportunity analyses tool, crop budgets reveal the level of efficiency and efficacy within the
farming systems and the opportunities for sustainable farming systems and livelihood approaches.
57
Session VII
Effective Strategies for Mobilization of

Farmers for Formation of FPOs
For the viability and sustainability of the FPO, it is important that the FPO has a reasonable membership base
and that on the other side, the FPO is able to retain them by offering the required services as members are also
the customers of the FPO. In community mobilisation for FPOs formation and sustainability, both the human
and non-human resources together need to be put-forth in such a way that community priorities and needs are
addressed substantially. For increasing the membership base of the FPO, it is pertinent to initiate the process of
community mobilisation through following steps:
Awareness creation in the identified cluster about the concept of FPO
Discussion on the issues of farmers and their probable solutions with

reference to the feasibility study conducted in the cluster area
Involvement of PRI members, progressive farmers and other influential

persons in the area
Experience sharing by successful FPO members
Exposure visit to a vibrant FPO in the nearby areas
Capacity-building of core group of the identified farmers
58
Awareness creation
Â The community mobilization process for increasing the membership base of the FPO should kick start
with arranging a series of meetings with the potential producers for developing rapport with them and
introducing the concept of Farmer Producer Organisation.
Â In rural domain, a community level meeting is the best platform for setting goals and aims and also
identification of objectives for the very cause of formation of FPOs.
Â From these meetings, farmers can develop their road map and also dispel all kinds of confusion in the
process of formation of FPOs.
Â The potential socio-economic benefits of FPO along with the possible risks and their implication on
shareholding members are to be shared with them.
Â The mobilization team of the CBBO also needs to share the idea of community identity and togetherness
to resolve various social and infra-structure problems of the community viz. improvement in community
health, primary education, ownership and management of common resources, etc.
Discussion about the issues of farmers

Â During such meetings, the specific issues faced by the farmers should be discussed in detail along with
how the their coming together in the form of an FPO can address those issues i.e. the probable benefits
they can get as member of an FPO should be highlighted in such meeting.
Â In such meeting, the findings of feasibility study conducted in the cluster area should also be discussed
with the farmers.
Involvement of PRI members, progressive

farmers and other influential persons
Â It should also be understood that all issues faced by the farmers cannot be resolved by the farmers alone
and presence of other influential functionaries is essential in such meeting as it will help to resolve some
issues those are beyond the control of farmers.
Â Even the officials of CBBO may have to seek the help of other experts to solve the problems which arise
in meetings. Say for example bank loan related issues where CBBO functionaries will have to consult and
even ensure the presence of the bank representative in the meeting.
Â Thus, for mobilising the farmers, the help of Panchayati Raj Institution members, progressive farmers
of the area, SHGs operating in the area, local NGOs and other influential persons and line department
officials including banks should also be ascertained as they are the persons who can pay a key role in
motivating farmers to become the members of the FPO.
Experience sharing by successful FPO members

Â It is always better to involve the members of a successful FPO from the nearby area in such meeting
where the farmers can listen from the horse’s mouth. In such meeting the members of the successful
FPO can share their experience about their journey in the FPO. In general farmers will connect with him
easily.
59
Exposure visit to a nearby successful FPO

Â Once the concept is understood by the potential members, an exposure visit to a successful FPO may be
organized to further strengthen the understanding of the identified group of producers.
Â The exposure visit is found to be a good approach to help with clarifying concepts and methodologies
to potential members as compared to classroom training.
Â However, the exposure visit should be meticulously planned and facilitated by an experienced person
who can explain things in the right perspective.
Capacity-building of core group of farmers

Â During the community mobilisation process, identification of core group, who will shoulder
responsibilities for FPOs is of paramount importance. The core group is the nucleus of an FPO.
Â Whether this core group will be formed through selection or election should be the prerogative of the
participating farmers. If the right persons are not placed or selected the very sustainability of the FPOs
will be under question.
Â Accordingly, training of the core group asd per the needs of FPOs is another important assignment for
the CBBOs from the very beginning.
Generally, the group formation process passes through following 5 stages:
Performing
Developing
Norming
Storming
Forming
• Forming - When the group members enrol themselves and conduct 1-2 initial meetings.
• Storming - When the group members start discussing and reacting to the various issues. This is
essentially the stage where conflict resolution among the members takes place.
• Norming - When the groups start framing norms to run the group successfully.
• Developing - Provide capacity-building support to the group members on different areas.
• Performing - When the group starts performing by involving themselves in the planning &
execution process.
60
Session VIII
Comparative Features and Registration

Modalities for FPOs under Companies &
Cooperative Acts
Background
Despite the vast expansion of the formal credit system in the country, dependence of the rural poor on
moneylenders has somehow continued in many areas, especially for meeting unforeseen requirements. Such
dependence is pronounced in the case of marginal farmers, landless labourers, petty traders and rural artisans
belonging to socially and economically backward classes and tribes whose propensity to save is limited or too
small to be mopped up by the banks. For various reasons, credit to these sections of the population could not
been institutionalized to the desired extent. Studies conducted by NABARD, APRACA and ILO on the informal
groups promoted by NGOs brought out that Self-Help Savings and Credit Groups had the potential to bring
together the formal banking structure and the rural poor for mutual benefit.
Accordingly, NABARD launched a pilot project to cover Self-Help Groups (SHGs) promoted by NGOs, banks and
other agencies and supported it by way of refinance. The quick studies conducted by NABARD in a few states
to assess the impact of the linkage project brought out encouraging and positive features like increase in loan
volume of the SHGs, definite shift in the loaning pattern of the members from non-income generating activities
to production activities, nearly 100% recovery performance, significant reduction in the transaction costs for
both the banks and the borrowers, etc., besides leading to a gradual increase in the income level of the SHG
members. Another significant feature observed in the linkage project was that about 85% of the groups linked
with banks were formed exclusively by women.
Based on the observations of various research studies, the model of ‘SHG-BLP’ evolved as a cost effective
mechanism for providing financial services to the unreached and underserved poor households. What started
as a pilot to link around 500 SHGs of poor to formal financial institutions during the year 1992-93, became the
largest microfinance programme in the world, in terms of the client base and outreach. As on 31st March 2020,
102.43 Lakh SHGs are savings linked involving 12.4 crore poor households. Savings balance of SHGs with banks
went up to Rs. 26.15 thousand crore. Similarly, SHGs have bank loan outstanding to the tune of Rs. 1.08 Lakh crore
as on 31st March 2020.
Similarly, Joint Liability Groups (JLGs) are essentially credit groups of small/marginal/tenant farmers/asset less
poor who do not have proper title of their farmland. These informal groups of 4-10 members are engaged in
similar economic activities and are willing to jointly undertake to repay the loans taken by them from banks.
Financing of JLGs was introduced as a pilot project in 2004-05 by NABARD in 8 States with the support of 13 RRBs.
The scheme was later mainstreamed for the banking system in the year 2006. As on 31st March 2020, 41.80 lakh
JLGs are financed by banks.
For transfer of agriculture technology to the farmers’ field, orienting them to establish better relationship with
banks, and enabling them to enjoy the benefits of collective bargaining power both for procuring inputs and
61
output management, the Farmers’ Club Programme was initiated by NABARD in late 1982’s with a Mission
“Development in rural areas through credit, technology transfer, awareness and capacity building”. All these
Community-Based Organisations have stood the test of time and their success demonstrates that CBOs are a very good
medium to address the challenges being faced by the rural people.
India has over 14.65 crore farmer households with over 86% small and marginal farmers having landholdings of less
than 2 hectares. The average size of landholding is 1.08 hectare per farmer household. Due to this fragmentation
and disorganization, agriculture per se is not economically viable for farmers as they are unable to realize good
value from their marketable surplus by individually selling their small quantities of produce. Collectivizing farmers
into Producer Organizations (POs) has been considered as one of the ways to procure inputs at a lower price,
and gain more selling power for their produce/product. As a matter of fact, the collectivisation of producers,
especially small and marginal farmers, into producer organisations has globally emerged as one of the most
effective pathways to address various challenges in agriculture, but most importantly to enable improved access
to investments, technology, inputs, credit, and markets. This approach to evolve farmer- owned enterprises for
enabling their effective participation in agri-value chain with better access to markets and thereby leveraging
their collective strength for their economic betterment has become a cornerstone of all policy initiatives of the
Government of India (GoI).
Advantages of FPOs: Numerous reports and studies have clearly captured and established the positive role of
FPOs. Some of the important benefits ascribed to FPOs are as under:
a. Cost of production or cultivation may be reduced by procuring all necessary inputs in bulk at wholesale
rates, as well as use of custom hiring services of farm equipment.
b. Aggregation of produce and bulk transport reduce marketing cost, therefore, enhancing the net value
accruals to the producer.
c. Building scale through aggregation of commodities lends advantage of economies of scale and attracts
traders, processors, and retailers to the farm gate.
d. Easy access to modern technology, extension services and joint training on Good Agricultural Practices
(GAP) and ensuring traceability of agriculture produce.
e. Post-harvest losses can be minimised through joint storage and value addition facilities.
f. Adverse price fluctuations and distress sale can be managed or avoided; if good practices are imbibed.
These include contract farming agreements, stocking in own common facilities or leased storage facilities
with credit support, etc.
g. Ease in communication for dissemination of information about prices and volumes in different locations and
other farming-related advisories thereby reducing in formation asymmetries.
h. Access to institutional credit against stock, without collateral by virtue of joint liability implicit in the FPO
framework.
i. Movement up the value chain and graduation into primary and secondary processing will be possible as
minimum scale economies are reaped.
j. Greater bargaining power to farmers and greater quality orientation in production and processing activities.
Note: As a result of the above initiatives, farmer members of the FPOs are saving cost of production and commission,
and there is reduced wastage of produce and value addition to output. Thus, the institution of FPO shall generally lead
to augmentation in income levels of the member farmers and this must be highlighted by the Trainer
62
A Farmer Producer Organisation entails the spirit of a cooperative society which has been operational on the
ground for more than 100 years. However, for inculcating the principles of cooperation along with professional
management, the Government of India (Ministry of Law, Justice and Company Affairs by its order No. 11/12/99-
CL-V dated 01 November 1999) constituted a High Powered Committee to:
Â Examine and make recommendations with regard to framing legislation which would enable incorporation of
cooperatives as companies and conversion of existing cooperatives into companies
Â Ensure that the proposed legislation accommodates the unique elements of cooperative business within a
regulatory framework similar to that of a private limited company
The Committee constituted under the chairmanship of Dr. Y K Alagh recommended that the GoI enact legislation
to enable the registration and operation of producer companies, wholly owned and self-regulated by users,
managed by professionals in the users’ interest and in a manner consistent with the principles of mutual assistance.
The committee evolved the legislation for the above purpose on the experience of producer organisations all
over the country. The committee was of the opinion that keeping in view the importance to the survival of the
producer organisations in a market economy, GoI should take up the matter of adoption of the legislation as
early as possible.
The legislation will provide rural producers with an effective alternate organisational form which will both
encourage professionalisation and a modern corporate culture while retaining and supporting the principles of
mutual assistance.
The Ministry of Company Affairs introduced a Bill for amendment in the Companies Act, 1956 by inserting Part IX
A, paving a way for the incorporation of Producer Companies. The Act has allowed primary producers to organize
themselves to gain a maximum profit.
Legal Forms of PO
Producer organisations is a general concept and FPOs can be formed and registered under different prevailing
Acts as under:
Producer Company under Section 25 Company of

State Cooperative Section 581(C) of Indian Indian Companies Act, 1956,
Societies Act Companies Act, 1956, as amended as Section
amended in 2013 8 in 2013
Public Trusts
Multi-State Cooperative
registered under Indian
Society Act, 2002
Trusts Act, 1882
However, as per the Central Sector Scheme on Formation and Promotion of 10000 FPOs, the focus is on FPOs
registered under the Cooperative Societies Act and Companies Act.
The CBBOs, start the entire process, through meeting with the producers, developing rapport with them and
introducing the concept amongst them. Once the concept is understood by the group, and the potential
members are convinced, it is followed by focused group meeting with them. The meetings generally focus
on discussing the objectives as well as possible ideas for formulation and strengthening the venture. The first
decision to be undertaken is whether to register the FPO under Cooperative Societies Act or under Companies
Act by understanding the difference between the two forms.
63
Differences between Cooperatives verses Producer Company
Particulars Cooperative Societies Act Companies Act

Objectives Single Object Multi-object
Area of Operation Restricted, Discretionary Entire Union of India
Membership Individuals & cooperatives Any individual, Group, Association, Producer of
the goods or services
Share Non-tradable Not tradable but transferable limited to members
on par value
Profit sharing Limited dividends on share Commensurate with volume of business
Voting rights One member one vote but Govt. and One member one vote. Members not having
Registrar of Cooperatives hold veto power transaction with the company cannot vote
Government. Control Highly patronised to the extent of Minimal, limited to statutory requirements
interference
Extent of Autonomy Limited in real world scenario Fully autonomous within the provisions of the Act
Reserves Created, if there are profits Mandatory to create every year

Borrowing Power Restricted More freedom and alternatives
Relationship with other Transaction based PCs may subscribe to the share capital of, or
corporates/business enter into any agreement or other arrangements,
houses/NGOs etc. whether by way of formation of its subsidiary
company, joint venture, or in any other manner
with any body corporate for the purpose of
promoting the objects of the PC by special
resolution in this behalf
A. Key Features of a Co-operative Society

a. A Co-operative Society possesses the following characteristics:
Â Open Membership:
When a minimum of 10 members with a common interest come together to form a society, then it is referred
to as a Co-operative Society. Besides, the Co-operative Societies Act does not specify any maximum number of
members, while the member may specify the maximum limit after the formation of the society.
Â Voluntary Collaboration:
No Co-operative Society registration is possible without the volunteer efforts of members to build one. The
members have access to enough freedom to join and leave the Co-operative Society at any time by providing a
legal notice of the same.
Â A Separate Legal Entity:
When an organisation registers under the Co-operative Societies Act, it becomes a separate legal entity. Thus, a
Co-operative Society holds a limited liability of its members. Any instances like insolvency, death, or lunacy of a
member will not affect the Co-operative Societies. Also, members have the power to enter into an agreement with
others to sell or purchase properties under its name.
Â Fosters Service Motive:
64
Unlike other types of organizations, Co-operative Societies do not emphasize upon maximizing the profit;
instead, its main objective is to fulfil the common interest of the members.
Â Democratic Management:
Every Co-operative Society follows “All for each and each for all” agenda which hinders dictatorship rule. Such
societies conduct an Annual General Meeting (AGM) every year to select ‘Board of Directors‘ irrespective of how
many shares a member holds, he only has a single vote.
b. A Co-operative Society has to conduct itself as per the following:
1. Co-operative Societies Act under which the same is registered whether it be under State Act or Central Act.
2. Co-operative Societies rules made thereunder whether it be Central or State rules.
3. Bye-laws approved by the Registrar at the time of registration and amendments made from time to time and
approved by the Registrar, these bye-laws have to be formed by the concerned members themselves and
present it to the registration authority for its approval.
4. Notification and Orders by the concerned Government.
c. List of required documents before / at the time of registration:
Â Submit PAN Card of all the members of your proposed society with the registration application.
Â Next, deposit the valid residential proof of all the members including bank statement, driving license,
aadhaar card, utility bill, passport, etc.
Â Prepare Bye-Laws that must contain information like:
a. The central objectives of your society for which it got established
b. All details of members forming the society
c. The address of the registered office of your society
d. The rules and regulations which will govern and maintain day to day activities of the proposed society.
Moreover, it will contain the rules for taking the Membership of the Co-operative society.
e. The details about the meetings that will be held in future.
f. Information about the Auditors
g. Forms of Arbitration in case of disputes between the society’s members.
h. Ways for the dissolution of the society
i. A Cover Letter which clearly mentions about the objective or the purpose of your society. Ensure that
every founding member of the society has signed the cover letter.
j. A copy of the Address Proof, where the registered office of your society will get located along with
a NOC from the landlord if any.
k. Give a list of all the members of the governing body with their signatures.
l. The last and most essential document which you need to submit with the application is a declaration
by the society’s president. He must confirm that he is willing and competent to hold the stated
position.
d. Summary of Procedure for Co-operative Society Registration
If an FPO wants to register itself under Co-operative Societies Act, have a look at the step by step procedure for
Co-operative Society registration (Indicative):
65
1st Step: To form a Co-operative Society, it’s essential to find 10 individuals who share a common
objective and desires to commence a Society. They need to convene meeting of all members and
pass resolutions for the constitution, name of the society and opening of Bank accounts. The entire
process needs to be done unanimously.
2nd Step: The next step is to constitute a Provisional Committee/Board/Management Committee

and elect Office bearers. President, Secretary and Treasurers name should come in the resolution
passed by the members in another/next meeting.
3rd Step: Then all the members must voluntarily select various committees like Audit committee,
etc and pass resolution for the above. This may be done in the next meeting.
4th Step: Now you need to apply to the Registration Authority for name reservation of your
Co-operative Society. You must obtain a confirmation letter for the name reservation. Also, under-
stand that the reserved name shall be valid for 3 months.
5th Step: Further, collect the entrance fees and share capital from all the prospective members of
your society.
6th Step: Thereby open a bank account in the name of your Co-operative Society and deposit the
collected entrance fees and share money in that account. Also, procure a certificate in that respect.
7th Step: After the third meeting, the society may make a request for registration with all documents
like KYC of all members/office bearers, fee receipt, certified copies of resolutions, affidavits, etc
depending upon the state specific Cooperative Act’s requirements. Now deposit the registration fees
with the Reserve Bank of India/Treasury and thereof obtain a receipt of challan.
8th Step: Submit the application for registration to the Registrar of Societies of the concerned
jurisdiction along with the necessary documents.
9th Step: Subsequent to your application, the Registrar will enter the particulars in his register in Form
“B.” Thereby he will give you serial number and issue a receipt in acknowledgement of the same.
10th Step: Lastly, the Registrar notifies you about the registration of the Co-operative Society in the
Official Gazette and thus issues you the certificate of registration.
66
Formation of a Producers’ Company

A Producers’ company is a body corporate registered under the Companies Act, 1956 (Section 581C) and having
specified objects and activities. Ownership and membership of such companies is held only by ‘Primary Producers’
or ‘Producer Institution’, and member equity shall not be publicly traded. However it may be transferred, only with
the approval of the board of directors of the Producer Company.
In terms of the Act, Primary Produce has been defined as produce of farmers from agriculture and allied activities
or produce of persons engaged in handloom, handicraft and other cottage industries, including any by -product
and product resulting from ancillary activities thereof. Also, any activity intended to increase the production or
quality of aforementioned products or activities.
Â Who can form a Producer company?
Any one of the following can get a producer company incorporated under the Act:
a. Any ten or more persons engaged in any activity connected with primary produce, or
b. Any two or more producer institutions or companies, or
c. A combination of ten or more individuals and producer institutions
Â Characteristics of a Producer Company
a. The registered producer company should be treated as a private limited company with the significant
difference that a minimum of two persons cannot get them registered.
b. These companies are with limited liabilities and limited only by share capital.
c. The liability of the members is limited to the unpaid amount of the shares held by them.
d. Minimum paid-up authorized capital is of Rs. 5 lakh.
e. The maximum number of members can exceed 50.
f. It shall never become a public (or deemed public) limited company.
g. Members’ equity cannot be publicly traded but be only transferred - As such, “producer companies would
not be vulnerable to takeover by other companies or by Multi-national Companies (MNCs).’’
Â Activities of a Producer Company
As per the Companies (Amendment) Act, 2002 (Section 581B) following are the objectives of forming a Producer
Company
Production Harvesting & Procurement Marketing &

Procurment Selling
Manufacture,
processing the Revitalization of
Grading sale or supply of
produce of land and water
machinery
members resources
consumables
Transmission export of primary Import of goods or

Insurance & distribution produce of the services for benefit
of power members of members
Other allied or ancillary activities including financing there of
67
Procedure for Incorporation of Producer Companies under

Companies Act 2013
Once the concept is well accepted, a common understanding is developed and concrete business plan is
developed, the initiator (CBBOs) with consultation and support from the group develops the draft ‘Memorandum
and Articles of Association’ including the roles and responsibilities of each office bearer. The shareholders have
also to finalize the authorized capital of the company and the cost of each share.
Box 1: Steps to be followed for incorporation of Company
Step 1 Meeting with the villagers and introduce the concept
Step 2 Exposure visit to a Producer Company
Step 3 Motivating eligible members to become shareholders
Step 4 Meeting the shareholders and discuss objectives/possible business ideas
Drafting of Memorandum and articles of association

Step 5
First informal meeting of shareholders for Approval of MoA & AoA
Step 6 Selection of Directors
Legal Formalities for Formation

Â Obtain Digital Signature of the Nominated Director
Â Choose four (04) names of the producer company in order of preference.
Â Apply for name availability in FORM – 1A
After availability of name necessary documents are to be prepared like:

Â Memorandum of Association
Â Articles of Association
Â FORM No – 18 for registered Office
Â FORM No – 32 for Directors Appointment  Apply online for DIN for Proposed Directors (FORM –1)
Â Affidavits by subscribers to Memorandum Of Association in case If they have signed in Hindi
Â Power of Attorney in favour of consultant to authorise him to make necessary changes.
The process and stages are elaborated in subsequent paragraphs of this document.
A step-wise basic information for the formation of a ‘Producer Company’ is described as under:
Step 1: Digital Signature Certificate (DSC): The Information Technology Act, 2000 provides for use of Digital
Signatures on the documents submitted in electronic form in order to ensure the security and authenticity of
the documents filed electronically. This is the only secure and authentic way that a document can be submitted
electronically. As such, all filings done by the companies under MCA21 e-Governance programme are required to
be filed with the use of Digital Signatures. Thus, it is necessary for a company to authorize a person’s (nominated)
signature who will be approved to sign the documents. Form for DSC is available with the website of Ministry of
Company Affairs (henceforth website of MCA). After filling the required information, the form (Form 13) has to be
submitted online to the ‘Certification Agencies’. The DSCs are typically issued with one to two year validity. These
68
are renewable on expiry of the period of initial issue. A person who already has the specified DSC for any other
application can use the same for filings under MCA21 and is not required to obtain a fresh DSC. The company
representatives and professionals required to obtain DSCs are free to procure the same from any one of the
approved Certification Agencies as per the web site. The issuance costs in respect of each Agency vary and are
market driven.
Step 2: Director Identification Number (DIN): The DIN number can be obtained online from a company
affairs cell office without any fees by only providing identification proof number (only PAN Card, Voter Identity
card, passport or driving license number is accepted). DIN form is available in website of ministry of company
affairs as and on line application can be made for the same.
Step 3: Naming of a Producer Company: A producer company should be named using the following suffix
“Producer Company Limited” appropriately indicating its status as a producer company. The word “private” is
not used in the naming process and the absence of which does not indicate that the company is a “public”. The
procedure involves selection and search for the availability of name for a Producer Company:
Â Select, in order of preference, at least one suitable name upto a maximum of five names, indicative of the
main objects of the company.
Â Ensure that the name does not resemble the name of any other already registered company and also does
not violate the provisions of emblems and names (Prevention of Improper Use Act, 1950) by availing the
services of checking name availability on the portal
Â Apply to the concerned Registrar of Companies to ascertain the availability of name in e-Form 1(A) by logging
in to the portal. A fee of Rs. 1000/- has to be paid alongside and the digital signature of the applicant
proposing the company has to be attached in the form. If all the proposed five names are not available, the
applicant (promoters) will be intimated by RoC and subsequently the applicant has to apply for a fresh name
on the same application.
Step 4: Memorandum & Articles of Association

After ascertaining the name of the producer company, a Memorandum and Articles of association has to be
prepared.
Â Memorandum and Articles of Association should be printed. The computer printout has to be on both side
of the paper.
Â Get the Memorandum and Articles of Association duly stamped.
Â Get the Memorandum and Articles of Association subscribed/signed by the requisite subscribers/promoters
in his/her own hand, his/her father’s name, occupation, address and the number of shares subscribed for.
Â Ensure that the Memorandum and Article is dated on a date after the date of stamping.
Step 5: Documents to be submitted to ROC for the Incorporation of Producer Company

It should be noted that all the information and forms are available on the website of MCA (http://www.mca.gov.
in), and can be accessed and filled up easily.
File the following documents along with the fees payable with the Registrar of companies of the state, where
the Registered Office of the company is to be situated:
Â Copy of the letter of Registrar of Companies confirming the availability of name for formation of the company
should be made;
69
Â Memorandum and Articles of Association duly stamped and signed;

Â Form 18 regarding situation (full address) of Registered Office
Â Form 32 (in duplicate) regarding particulars of directors
Â Form 1 (on a stamp paper) declaring compliance of all and incidental matters regarding formation of
companies
Â Form 29 – consent of the director
Â An affidavit has to be submitted if the Memorandum of Association is submitted in Hindi by subscribers,
claiming understanding of the same.
Â Power of Attorney.
Step 6: Certificate of Incorporation

Â The Registrar of the Companies, on being satisfied that all the documents for the incorporation of a company
is submitted, is obliged to register the memorandum, the articles and other documents, if any, and issue a
‘certificate of incorporation’ within thirty days, which is a conclusive proof of its formation in terms of Part IX
A. [Section 581C (2)].
Â After obtaining consent of the members about the Directors of the company and the Memorandum and
Articles of Association, the CBBO can go ahead with the registration process.
Â After registration of the company, a bank account of the company has to be opened and money deposited
in it. Simultaneously, application for PAN has to be initiated.
Â The first Annual General Body meeting of the shareholders has to be held within the 90 days from the date
of incorporation. Other than discussing the business plan, the Board of Directors are to be elected in the
meeting. The proceedings of the meeting have to be sent to the ROC within sixty days along with the list of
finalized director.
Â The incorporation of Company is effective from the date mentioned in the certificate of registration granted
by the Registrar of Company. On incorporation, a company becomes a juristic person, i.e. a person in the
eyes of law.
Â It has perpetual succession i.e. its members may come and go but the company goes on till it is wound up
by following the process of law.
Â It has a common seal, which is affixed on all the documents executed on behalf of the company in the
presence of a director and be signed by the authorized signatory or signatories.
Â It is empowered to hold all properties in its own name and has its own right.
Â It can sue others and can be sued by other and enter into contracts in its own name.
Responsibility of CBBO: To take steps for the incorporation of the FPO and get drafted the Bye-laws in case
of FPOs for filing with ‘Registrar of cooperative Societies’ under Cooperative Act along with other documents
and ‘Memorandum and Articles of Association’ for filing them with ‘the Registrar of Companies’ along with other
documents and papers and finally and finally collect the ‘Certificate of Incorporation’. The Initiator also has to
mobilize as well as invite people to be shareholders of the company.
70
Session IX
Governance & Compliance Aspects in FPO –

Role & Responsibilities of CEO & BoDs
Giving Shape to the Ideals of Corporate Governance

The principles of accountability, transparency, ethics and fairness are the basic principles in the context of
corporate culture. These need to translate into real everyday practices and policies which business organisation
must adopt.
The following aspects may be considered to understand the governance and management of a FPO:
1. Democratic functioning
2. Following proper / due process
3. Transparency
4. Social and gender justice
5. Maintaining confidentiality
6. Diversity
7. Collective responsibility for decisions
8. Ensuring continuous learning and improvement
9. Accountability
10. Being answerable to all stakeholders
11. Balancing business and social objectives
There can be several other practices that one can identify and add to the above list which is only illustrative and
by no means exhaustive.
1. Democratic Functioning
FPO shareholders may be extremely diverse viz. gender, social, economic, etc. and this diversity may pose a
huge challenge not only in bringing them all to a common platform but having an equal say in its management.
Democratic functioning means that the organisation provides all of them with equal opportunities for
participation in decision-making and handling the affairs of the FPO. Considering the diversity, it would be
truly challenging to ensure the above, but rotation policies and conscious efforts, all can be taken together in
the journey of a FPO.
It is essential that a democratic attitude must be inculcated in the normal administration and functioning and
should be reflected in conduct of meetings, decision making (convincing members with reasons), etc. Very often
members who are not convinced and silenced by a majority starts showing resentment and even leave the
organisations later on). Due attention is also required to given to ensure that the meetings are organized at a time
and location that is convenient to all / most of the members.
71
2. Following Proper / Due Process

Functioning and decision making must follow a due process which should be a written laid down procedure
or system. A written and approved policy for key function like staff selection, purchase of assets, equipment,
etc. should be in place and the process of taking a decision should be based on it.
z A proper and clear laid down criteria on taking key decisions
z Clarity on who is responsible for taking the decisions
z Process of decision making to be transparent and in the best interests of the organization
3. Transparency
Transparency is important not only in terms of how the decision has been arrived at but also sharing the
important and key decisions with all the stakeholders who are entitled to know this. Thus, there are two
aspects viz. due process and transparency. Transparency in this context would mean that the criteria and
the process by which the decision was made is shared and made known to all the concerned persons – in
this case the shareholders. This will ensure that the shareholders will come to know about what decision
has been taken, why it has been taken and also how it has been taken. This eliminates the doubt of bias &
self-interest.
Let us suppose a FPO has been assigned the responsibility of distribution of free seeds to its members. To
maintain transparency, the FPO should maintain clear documentation about the farmers to whom the seeds
were distributed along with the quantities and submit a report as required by the department with details
and photographs. A board may be placed at a prominent place in each village or near the fields displaying
that the farmers are using seeds distributed by the department. It should also be prepared to arrange for
field visits where the officials can see the actual places where the seeds have been distributed. The APC may
charge a facilitation fee that can be collected from each of the beneficiary farmers also.
4. Social and Gender Justice
The functioning must ensure participation of all, irrespective of gender, caste, creed or economic status.
There may be persons from different backgrounds who need to be equally accommodated and represented
in the decision making bodies. The interest of all must be kept in mind and this should not only appear to
be but translate in the functioning.
5. Maintaining Confidentiality
In the course of discharging duties for a producer company, a person may come in possession of information
that is sensitive or confidential. For example:
z Decision about hiring of a candidate
z Decision about sale of agricultural produce and the prices at which they may be sold
z Purchase of land for the company
Maintaining confidentiality would mean that information should be shared / discussed only with the
concerned persons as and when it is required (only on a need to know basis) but not shared with any other
persons. Improper sharing of information may lead to legal problems and other issues.
6. Collective responsibility for decisions
Various management bodies existing in a FPO viz. General Body of Shareholders, Board of Directors, various
committees, etc. must assume collective responsibility for decisions. In practice this would mean that
while there may be difference of opinions and various options discussed in meetings, once a decision has
been made, everybody should accept the decision and works towards its implementation. In general, the
72
discussions between the members of a group (such as the Board of Directors) would remain confidential
and not shared with others. The approach adopted should be:
z The leadership / chairperson must create an atmosphere so that whenever a matter is discussed all
express their views freely.
z Differences of opinion are healthy and may be treated in positive manner
z Once a decision is made, it should accepted as a collective decision of the body and all members must
cooperate fully in implementing the decision.
7. Ensuring continuous learning and improvement
The value of any individual/institution will improve continuously with experience, if one learns and performs
accordingly. Though learning makes a difference, itdoes not take place “automatically”. It requires special
effort and analysis. Some possible methods could be –
z Performance analysis
z Analysis of procedures and continuous improvement through documentation and review.
z Benchmarking – the learning based on a comparative study of peer organizations specially who are
performing better than us
Benchmarking is the process of comparing our business processes with processes & strategies adopted
by other companies – usually those that are considered as the best in the field. Usually, this involves the
following steps.
z A specific subject may be selected for study which may be a problem area. Ex. quality control
z Identify other industries which have similar processes
z Identify organizations that are leaders in this area
z Collect information about / visit these companies to identify leading practices
z Companies typically agree to exchange information beneficial to all parties in the benchmarking group
and share the results within the group
z Implement the new and improved business practices and monitor the results
8. Accountability
Accountability is the obligation and willingness to accept responsibility and account for one’s actions. For
a producer company, being accountable means, demonstrating regularly that it uses its resources wisely &
judiciously. Some of them could be:
z The basic information about the company, its activities and policies are readily available and accessible
to all the members.
z This information is also available to potential new members as well as banking institutions and agencies
who provide support to it.
z The FPO must be willing and open to accept suggestions that can help improve the performance or
cut down costs.
9. Being Answerable to All Stakeholders
Who are the persons to whom FPOs have to relate to / report to or have a responsibility?
Some of them are:
z Shareholders
73
z Investors such as banks, who have provided loan or credit facility

z Stakeholders within the organization – employees, consultants, etc.
z Other companies with whom FPOs have dealings – Sub contractors, suppliers, etc.
z Customers who purchase their products and services
z General public/residents of the area where FPO works – office, processing plant, godown, etc.
In some of the above cases, the requirement is legal i.e. a company has to report to its shareholders as
specified in the Companies Act, the company has responsibilities towards all employees as specified in the
Act relating to the payment of minimum wages, etc. whereas some good practices may not be governed
by statute.
10. Balancing social and business objectives
FPOs are meant to combine cooperative principles with professional management and government is
supporting this movement through special facilities like giving financial support for formation, registration,
CGF (Credit Guarantee Fund) and MEG (Matching Equity Grant), etc. These are the benefits that are
available only to FPOs and not others private or public companies. This is because of the expectation and
understanding that producer companies are also serving social objectives. Some of them are:
z Taking care of the interest of small and marginal farmers
z Taking care of the landless section among farmers
z Operating in an area that is backward and with poor infrastructure
z Having members who are from disadvantaged groups such as tribals
An understanding or comprehension of good practices is only a starting point of the journey. In order to
translate them into practice and ensure that there is continuous review, feedback, learning and improvement,
specific institutional processes need to be put in place. Such an effort has to begin at of the highest level
of the organization i.e. the Board of Directors. Putting in place appropriate practices through the tools
of policies & procedures is the prime job of the BoD. The defined role and responsibilities of board of
Directors are as under:
Powers and functions of Board: The power includes all or any of the following:
a. Pursue and formulate the organizational policy, objectives, establish specific long term and annual objectives,
and approve corporate strategies and financial plans.
b. Appointment of a Chief Executive and such other officers of the Producer Organisation, as may be specified
in the articles.
c. Exercise superintendence, direction and control over Chief Executive and other officers appointed by it.
d. Cause proper books of account to be maintained; prepare annual accounts to be placed before the annual
general meeting with the auditor’s report and the replies on qualifications, if any, made by the auditors.
e. Determination of the dividend payable.
f. Determination of the quantum of withheld price and recommend patronage to be approved at general
meeting.
g. Admission of new members.
h. Acquisition or disposal of property of the Producer Organisation in its ordinary course of business.
i. Investment of the funds of the Producer Organisation in the ordinary course of its business.
74
j. Sanction any loan or advance, in connection with the business activities of the Producer Organisation to any
member, not being a director or his relative.
k. Take such other measures or do such other acts as may be required in the discharge of its functions or
exercise of its powers.
Role and responsibility of Chief Executive Officer: Every producer organisation shall have a full time Chief
Executive Officer (by whatever name called), to be appointed by the board from amongst persons other than
members.
1. He shall be the ex-officio director of the board.
2. He shall work under direct guidance of BOD of the respective FPO
3. Chief executive shall be entrusted with substantial powers of management as the board may determine.
4. He shall operate the bank accounts with joint signatory of a member of board of director. He shall make
arrangements for safe custody of cash and other assets of the producer company.
5. He shall sign all business related documents in behalf of the company. He may exercise the powers as may
be necessary in the ordinary course of business.
6. He shall be also responsible for maintain proper books of account, prepare annual accounts and thereof;
placed the audited accounts before the Board and in the annual general meeting of the members.
7. He furnishes company members with periodic information to appraise them of the operation and function
of the producer company.
8. He shall also be responsible for providing timely information to the company’s members and Board of
directors for scheduled company meetings or emergency or short notice meetings.
9. They shall also be responsible for increasing membership in their FPOs.
To conclude, we can say that good practices should not be thought of as an afterthought. On the
contrary it must be recognized as an essential part of the functioning of the organization and reflect its
core values.
75
Session X
Management Information System (MIS) &

Internal Performance Assessment Tool
Management Information System is the study of information system in business and management.
Today’s Sale
B
A
A 500
Today’s Sale of
500
200
Rs. 700 to /
by A and B
200
C
C
D
Data + Meaning = Information
In the context of FPOs, data flows from various activities like sales & marketing, purchases/ procurement, human
resources, manufacturing, etc. If meaningful information is to be extracted from these data for decision making,
at first the data need to be generated, arranged and processed in a systematic manner.
Why do we need Information?

Whether the FPO’s operations are in
conformity with its objective?
How much membership free to be Whether statutory dues/consumptionof

collected and from whom? fertilizer by members?
What is the amount of credti sales What is the quatantity consumption of

and receivable from whom? fertilizer by members?
Weather the overdraft account has Whether FPO member’s dues

been in excess of limit? are paid in time
Whome we sold the maximum or What was our new vendor we

minimum last quarter added last month?
Which member produced What was the sales

what and quantity last Year?
An information system can be defined technically as a set of interrelated components that collect (or retrieve),
process, store, and distribute information to support decision making and control in an organisation. In addition
to support decision making, coordination and control also helps the CEO / Manager of FPO to analyse problems,
visualize complex subjects and product development.
76
From data to Decision..........................business way

XYZ FPO - Sales A/c - FY 2019-20
Date Name Qty. Rate Gross Less Net Pay O/s
Amount Amount Mode Sales
23-Sep Abdul 15 22 330 330 Credit 330
13-June Abu 20 24 480 48 432 Cash 0
14-Aug Abu 22 28 616 616 Credit 50
Credit 2-Sep Peter 20 25 500 50 450 Cash 0
Decision
30-Sep Peter 20 23 460 460 Credit 460
14-Apr Ram 10 20 200 20 180 Cash 0
Context/Goal 03-July Ram 12 25 300 300 Credit 0
21-Sep Ram 15 23 345 345 Credit 300
14-Apr Shyam 15 20 300 300 Credit 50
Processing Total 149 23.33 3531 3413 1190
In business, data represents the facts of transaction that occurs on daily basis. A transaction can be thought of as
an event of consequence. Organizations attempt to capture the data (facts) associated with each transaction. For
example in a sale transaction, we generally capture name of the party, quantity sold, unit rate, total cost, discount
given (if any), net payable / paid etc. These data has no meaning until it is processed and interpreted.
Information is the interpretation of these data. An interpretation of data always has some goal and context. For
example, for making a credit sales decision to Ram, the FPO would like to know quantity purchased earlier and
credit history of Ram. Please note that data itself can be informative without any additional transformation, but
other times we must do additional work to turn the data into information to answer important questions
A Management Information System uses information for collecting and communicating

information an organisation uses to operate. Every function of the business produces its
own data be it financial or operational and as a result, requires a separate information
system of its own to keep a track of it all.
There are many types of information systems used to extract data, create reports and help managers in decision
making. Uses of management information system differs based on requirement. Selecting the requited type of
MIS is thus important.
MIS for Accounting and Finances:

Management information systems in accounting are designed to store and aggregate financial data. The resulting
analyses are used both internally by managers and CFOs and externally by consultants, regulators, tax agencies
and others. Reports generated by the accounting MIS include profit-and-loss statements, accounts receivable
tracking and other financial statements. Because these reports enable management to analyse the company’s
financial health, it is imperative that the data input into to the system be complete, accurate and secure.
Financial MIS
Â To know the position of cash and bank balances on a day-to-day basis and facilitate preparation of Bank
reconciliation statements.
Â Preparation of financial statements viz. Profit & Loss Account, Balance Sheet and cash flow statement.
77
Â To know profit earned or loss incurred by FPO. Book-keeping keeps complete records of business transactions.
Thus, profit or loss of business transactions can be easily ascertained/ known.
Â Knowledge of assets and liabilities belonging to FPO
Â To facilitate audit of books of accounts.
Â Compliance with legal requirements.
MIS for Human Resource Management

Human resource information systems handle employee data such as basic personnel information, attendance
and hours, performance review ratings and payroll tracking. Because the data can include private information
(names, addresses and social security numbers), protecting privacy and maintaining security is paramount.
Non-Financial MIS
Â To know the socio-economic status of members after joining the FPO.
Â To track record of the improvement in socio-economic condition of the members.
Â To monitor the effectiveness of governance system of FPO.
To facilitate preparation of business plans with concrete steps in order to make the most optimal use of the
available resources.
Thus, on a daily basis, one tries to find an answer to these financial, non-financial, operational, business and
strategic questions. These details are essential for operating the business of an FPOs. One is required to take
decisions and one’s decision is based on certain information. Now, some of the information required for decision-
making may have been available to you out of your own knowledge and experience. For others, you may have to
collect data from various books/ registers maintained by FPO or get information from other sources like internet.
What is important is to have access to data from which meaningful information can be derived for decision
making and over a period of time you acquire the knowledge to distinguish between relevant from the irrelevant
information for decision making.
A decision, on the other hand is a choice or judgement that you make after thinking about various possibilities.
Decision-making is the process of making choices by identifying a decisions and assessing alternative resolutions.
A step-by-step decision-making process can help you make more deliberate, thoughtful decisions by organizing
relevant information and deliberate alternative. Like in this example, relevant information about the credit
history of Ram would help you in taking a credit decision.
In the organisational context, the FPO management needs to take

numerous decisions on a daily basis. Do you think, without a systematic
arrangement for flow of data and interpretation, would it be possible to get
relevant information for decision making?
Probably, not; but with the help of MIS - Yes.
Monitoring
Monitoring can be defined as a systematic collection and analysis of information of an ongoing project or business
activity. It is aimed at improving the efficiency and effectiveness of conducting the business so as to derive
78
maximum benefits. Efficiency speaks about whether the output in terms of benefits exceed the expenditure. It
is the ratio of output and input. The funding agency will monitor how efficient the CBBO and PO has been in
implementing the project. Similarly, the PO will monitor itself in terms of its success in terms of the set targets.
Certain parameters like the amount spent per farmer vis-a-vis the increase in income could be one indicator of
efficiency. Higher the increase in income for the same amount spent, higher is the efficiency. Effectiveness on the
other hand is a measure of the extent to which the project achieved the specific objectives it set. For example, if
the objective of a project is to increase the income levels of all the farmers producers engaged with the PO, we
have to measure the extent of increase in income. Similarly, if one of the objectives is to increase the volume of
the produce, we shall measure the extent of increase. These assessments will indicate how effective the program
has been. Higher the increase in income levels and production levels, the higher would be the effectiveness of
the project.
Use of IT in compliances of FPOs

In general, compliance means conforming to a rule, such as a specification, policy, standard or law. Regulatory
compliance describes the goal that organisations aspire to achieve in their efforts to ensure that they are
aware of and take steps to comply with relevant laws and regulations. In most cases, a law comes to light only
after its contravention, resulting in severe penalties. Compliance is a must in keeping you away from the long
arm of the law!
Â Classification of compliances
a. One Time Compliance
b. Annual compliance
c. Event-Based Compliance
Â Pre-incorporation compliance
i. Apply for digital signatures
ii. Apply for DIN
iii. Apply for TAN
iv. Approval of company name by MCA
v. Apply for GST
vi. Internet banking facility
Â Post-incorporation compliance
First meeting of the board of directors of the company
a. Printing of Share Certificate
b. Issue of Share Certificates
Obtain certificate of registration under various acts to begin business

1. Apply for a Permanent Account Number (PAN): Allotment of new PAN https://www.tinnsdl.com/
download/pan/form49a.pdf.
2. Apply for Tax Deduction and Collection Account Number TAN: TAN is applied through “Form No. 49B”. A
completed form can be submitted online at the NSDL website or at the “Tax Information Network Facilitation
Centre” (TIN-FC). Application form: https://www.tinnsdl. com/download/tan/form49b.pdf
79
3. Apply for Registration for Shop License: Shop license is required to be obtained from state/ municipal
bodies. In most of the State, application process is online, for more details refer to the applicable law of the
particular state.
4. Apply for Registration under GST/VAT/CST: Any entity engaged in trading of goods is required to register
itself under the State VAT Tax Act. In most of the States, application process is online.
5. Apply for Service Tax Registration: Portal for tax registration: https://www.aces.gov.in/
Mandatory compliance / Annual compliance

1. Filing of Annual Return (e-form MGT-7) the audited balance sheet and the profit and loss account shall
be filed with the Registrar within sixty days of the date on which the annual general meeting is held, with an
annual return along with the filing fees as applicable under the Act.E-form MGT-7 can be downloade from
the below link : http://www.mca.gov.in/MinistryV2/Download_eForm_choose.html.
Annual Return will be for the period of 1st April to 31st March.
2. Filing of Financial statements (e- form AOC-4) Every company is required to file its Financial statements,
Auditor report along with Director’s report by uploading on MCA portal e-form AOC- 4 within 30 days of
holding of Annual General Meeting. E- form AOC- 4 can be downloaded from the below link: http://www.
mca.gov.in/MinistryV2/Download_eF orm_choose.html
3. Filing Income Tax returns Filing of Income Tax Returns is available online.
4. Internal audit: Every Producer Company shall have internal audit of its accounts carried out, at such interval
and in such manner as may be specified in articles, by a Chartered Accountant
Event-based compliance
Besides Annual Filings, there are various other compliances which need to be done as and when any event takes
place in the Company. Instances of such events are:
1. Change in Authorised or Paid-up Capital of the Company
2. Allotment of new shares or transfer of shares
3. Giving Loans to other Companies
4. Giving Loans to Directors
5. Appointment of Managing or whole time Director and payment of remuneration
6. Loans to Directors
7. Opening or closing of bank accounts or change in signatories of bank account
Management Audit for FPOs

A management audit is an analysis and assessment of the competencies and capabilities of an organisation’s
management in carrying out corporate objectives. The purpose of a management audit is not to appraise
individual executive performance, but to evaluate the management team in its effectiveness at working in the
interests of shareholders, maintaining good relations with employees, and upholding reputational standards.
A management audit might address such questions as the following:

Â What organizational structure has been set up by the management? Are there clear lines of reporting, or is
there confusion?
80
Â What are the policies and procedures of the finance group, and is it always in compliance?
Â How effective are current risk management measures?
Â What is the state of relations among the employees of the organization?
Â How does management put together its annual budget?
Â Are the company’s IT systems kept up-to-date?
Â Is the management group responsive to shareholders?
Â How effective is workforce recruitment and retention? Are there training programs to keep skills current
among employees?
Â Is the management doing its job to ensure the company is a “good corporate citizen”?
Â Is the management strategically guiding the company toward its financial targets?
Example of some of the Performance Management Tools for FPOs
NABARD’s FPO Performance Measurement (Grading) Tool
As on DD/MMMM/YYYY
Sr. No Max Marks Parameter Max Marks Obtained
(Category wise) Marks
A 5 Age profile FPO
I > 5 Years 5
II 4-5 Years 4
III 2-3 Years 3
IV <1 Year 2
B 10 Governance
I Composition of Board (no blood relatives /representation 3
to women /SF/MF), Experience / professional qualifications
of Board members / representative of Farmers’ association,
etc.) (Range 3 to 0)
II Extent of strategic support from promoter or promoting 2
organisation to FPO ( Range 2 to 0)
III Regular conduct of Board Meetings & quorum (Range 3 to 0) 3
IV Quality of agenda and discussion / decision making (Range 2
2 to 0)
C 10 Management
I Availability of Full Time professional CEO -4 Marks , Part 4
time CEO -3 marks, Non-professional, part time CEO from
FPO Members -2 marks ; CEO below 10th std. - 1 mark.
II Availability of paid staff -2 marks, If not - Zero marks 2
III Training/Experience of staff ( CEO & Staff trained -4 marks, 4
only CEO or staff trained -2, No training -zero mark)
D 5 Infrastructure
I Separate office Premises/own/rented (Range 3 to 1) - ( 0 3
marks for no office)
81

II Other Infrastructure like computers, furniture, fixtures, etc. 2
-2 marks; only furniture -1 mark, No infrastructure-0 mark)
E 10 Membership of FPO
I More than 1000 10
II Between 501 to 1000 8
III Between 201 to 500 6
IV Between 101 to 200 4
V Between 50 to 100 2
VI Below 50 1
F 5 % of total members contributing to Share Capital

I > 90% 5
II > 70% 4
III >60% 3
IV >50% 2
V <50 % 1
G 5 Total Share capital collected (Rs lakh)

I >5 lakh 5
II 3-5 lakh 3
III < 3 lakh 1
H 10 Training of Board members

I All Board members trained 10
II > 80% of Board members trained 8
III > 70% of Board members trained 6
IV > 50% of Board members trained 4
V <10% of Board members trained 2
VI < 10 % of Board members trained 0
I 4 Business Plan
I Business plan including financial plan prepared for 3 years 4
II Business plan including financial plan prepared for 1 year 2
J 2 Financial Aspects
I Availed financial assistance from lending institutions - 2 2
Marks, If not zero mark
K 10 Turnover (Annual )(Rs lakh )
82

I Above 50 lakh 10
II Between 25 to 49 lakh 8
III Between 10 to 24 6
IV Less than 10 lakh 3
V No business 0
L 4 Market linkage
I Market linkage established with corporate buyers/ 4
processors etc.
II Dependent on local market/s 2
M 10 % of members availing services (Input supply/

Extension, other services to members)
I Over 75 % 10
II Over 50 % 8
III Over 25% 5
IV Over 10% 3
V Less than 10 % 0
N 5 Convergence with Govt. Schemes / corporates etc.

I SFAC equity support provided and convergence with Govt 5
/ other agencies achieved
II Either SFAC support or Govt. convergence achieved 3
III No convergence 0
O 5 MIS/Compliance / recod keeping

I Regular submission of Audited Balance sheet & other legal 3
compliances
II Only audited balance sheet regular & other compliances 2
are irregular
III Balance sheet not audited and compliances not done 1
IV No balance sheet, No compliance 0
V Maintained all required registers ( Range 2 to 1) 2
VI Register not maintained 0

100 Total Marks
Grade Marks obtained Remarks
A >75%
B 60-75%
C 50-60%
D <50%
Source: NABARD FPO grading tool.
83
Parameters for Management Audit
1 Preliminaries (Total marks 1.0) Max. Marks Marks Obtained
1.1 Profile of FPO
1.2 Office of the FPO 1
2 Core Management Elements
2.1 FPO Management (Total Marks: 35.0)
I Memorandum of Articles & Articles of Association 3
II Mandatory registers and common seal 5
III Share allotment, transfers and transmission 3
IV Annual general meeting 3
V Board of directors meeting 5
VI Abstract of balance sheet & profit and loss statement 2
VII RoC compliances and filings 10
VIII GST compliance 2
2.2 Finance management (Total marks 24)
I Basics of bank accounts 2
II Accounting systems 10
III Loans and borrowings 3
IV Equity grant 5
V Credit guarantee find scheme 2
VI Venture capital assistance 2
2.3 Human resource management (Total marks 10)
I Scheme benefits and services 5
II Professional trainings to CEOs and BoDs 3
III Exposure visits to BoDs and CEOs 2
2.4 Business management (Total marks 20)
I Business activities 10
II e-NAM linkage and web marketing initiatives 6
III IE code and export status 2
IV Procurement for SFAC / department 1
V Contract seed production 1
2.5 General administration ( Total marks 10)
I Committees and function status 2
II Office records and registers 2
III Periodical technical reports 1
IV Linkage with FIG and joint ventures 2
V Process of fixed assets purchase for FPO 1
VI MoUs for any project 1
VII Court cases and legal issues 1
Ranking marks for FPO (Grand total of marks 100)
Source: Tamilnadu consortium of farmer producer company ltd.
84
Session XI-XII
Identification of Business
Opportunities for FPOs – Demand and Supply Gap,
Value Chain Based Opportunities and Business Mix
Relating to Input Supply, Extension and Technology,
Contract Farming, Processing and Marketing,
Trading/ Export of Agri-Commodities, etc.
Agricultural Value Chains

Â The first step in mapping the market is to delineate the value chain. The flow of inputs to farmers and
produce to the market occurs along chains. These can be referred to as value chains because as the product
moves from chain actor to chain actor e.g. from producer to intermediary to consumer, it gains value. A value
chain can be defined as the full range of activities which are required to bring a product or service from
conception, through the different phases of production (involving a combination of physical transformation
and the input of various producer services), delivery to final customers, and final disposal after use.
Â The chain actors who actually transact a particular product as it moves through the value chain include input
(e.g. seed suppliers), farmers, traders, processors, transporters, wholesalers, retailers and final consumers. A
simplified version of a value chain is shown in Figure 1.
Figure 1: A simplified Value Chain of agricultural products
Farmer Middleman Wholesaler Retailer Consumer

mers
85
Â Value chains may include a wide range of activities and an agricultural value chain might include:
development and dissemination of plant and animal genetic material, input supply, farmer organization,
farm production, post-harvest handling, processing, provision of technologies of production and handling,
grading criteria and facilities, cooling and packing technologies, post-harvest local processing, industrial
processing, storage, transport, finance, and feedback from markets.
Agriculture in developing countries often is characterized by dual value chains operating in parallel for the same
product: one informal or traditional, and the other formal or modern. Smallholders are frequently involved in
informal chains that deliver products to local intermediaries and then to small local stores. Formal value chains
can deliver the same product, usually in better or more uniform quality, from larger farms or more organized
groups of small farmers to more commercial wholesalers and from there to supermarkets or exporters. This
duality has been accentuated by the explosive growth of supermarkets in developing countries. It can limit
many small producers to markets characterized by low-quality products, and low prices and low returns for them
— hence a frequent concern is to find ways to integrate small producers into more modern value chains, both
domestic and export-oriented. In reality, value chains are more complex than the above example. In many cases,
the input and output chains comprise more than one channel and these channels can also supply more than
one final market. A comprehensive mapping therefore describes interacting and competing channels (including
those that perhaps do not involve smallholder farmers at all) and the variety of final markets into which these
connect (see Figure 2).
Figure 2: A Complex Value Chain of agricultural products
Export Market
Large Scale
Processors Domestic
Mass Market
Wholesale
Institutional
Middleman Final Customers
Traders Products
Traders
Niche Market
Producer Small Scale

Processor Local Market
Existing
Potential
The Market Map

Â If we want to understand more about the rationale behind farmers’ decisions vis-à-vis the types of inputs
that farmers purchase, then we also need to know about the extraneous factors that influence the way that
the value chain works. This is where the market map is useful.
A market map is a conceptual and practical tool that helps us identify policy issues that
may be hindering or enhancing the functioning of the chain and also the institutions and
organizations providing the services (e.g. market information, quality standards) that
the different chain actors need in order to make better
86
For example, a group of farmers may not know that a particular seed supplier has on offer a seed type that
no other seed supplier has in stock. If the farmers do not know the seed is on offer, they may not buy it
and, consequently, that particular variety will not be planted. Another example is that farmers might hear
from the radio that there is an increasing demand for a particular type of maize. After hearing this on the
radio, they may well then go and seek out seed of the maize type in question. In order to understand farmer
decision-making vis-à-vis what seed they purchase, it is important to note where farmers do or do not get
their information from.
Â The Market Map is made up of three inter-linked components
Enabling
Service providers
environment
(the business or
(infrastructure,
extension services
Value chain policies, institutions
that support the
actors & processes that
value chains’
shape the market
operations)
environment)
The enabling environment consists of the critical factors and trends that are shaping the value chain
environment and operating conditions, but may be amenable to change. These “enabling environment”
factors are generated by structures (national and local authorities, research agencies etc.), and institutions
(policies, regulations and practices) that are beyond the direct control of economic actors in the value chain.
The purpose of charting this enabling environment is not simply to map the status quo, but to understand
the trends that are affecting the entire value chain, and examine the powers and interests that are driving
change. This knowledge can help determine avenues and opportunities for realistic action, lobbying and
policy entrepreneurship.
Â A value chain approach in agricultural development helps identify weak points in the chain and actions to
add more value.
Â Farmers could expand their profits from these multiple potential markets if solutions were found for value
chain issues such as:
Poor quality of seeds and varieties inappropriate for the various uses
Poor quality of product at harvest, with grains of inconsistent size and coloration
Inadequate threshing techniques and post-harvest drying and storage,

which reduce quantity and market quality
Inadequate grading
Insufficient market development and communication with markets regarding

varieties and quality of agricultural produces desired
Insufficient training and finance for improved post-harvest management
87
Principles of mapping agricultural value chain for Farmers Producer Organizations: There are four
basic core principles which are required for mapping of existing agricultural value chains and assessment of the
opportunity for FPOs to make business out of it.
Seed Purchase & Seed Aggregation

Production
Procurement (MSP)
Fertilizers & Micro
Storage
Nutrients
1) 2) Aggregate Marketing
Plant Protection
Aggregation Collective (domestic & Export)
Mechanization of Inputs Marketing
Purchase & selling Primary Processing

3) 4)
of agri-produce
Trading Value
(member farmer) Secondary
Business Additions Processing
Purchase & selling
of agri-produce
(Others)
Stepping business operations of FPOs

The business participation in the above identified activities would be undertaken by the FPOs in a phased
manner depending upon:
Existing Enabling
Agricultural Environment
commoditie
Technical
Feasibility
Maturity of
Economic
the FPOs
Viability
Related Support from

infrastructure other agencies &
requirement extent of resources
mobilization
88
Â It is suggested that during the first 6 months (1st Phase) of the business operation, FPOs should focus on
aggregation of input management.
6 to 12 months (2nd Phase) Start collective marketing of agriculture produce/s which requires least primary
processing for collective marketing.
3rd Phase Secondary processing - for example, establishment of rice mill for processing of
paddy and selling rice to FCI and byproducts (broken rice, rice bran and husk) in open
markets / animal feed manufacturing companies. Similarly, primary and secondary
processing of milk can be undertaken during this stage of FPOs. Establishment of
animal feed and poultry feed units is one of the suggested activities which is requires
75-80% of ingredients raw material produce by the members.
On attaining maturity & Trading business may b e undertaken wherein the FPO can purchase other produces
stability in business operations from other farmers from local as well as from distant producing areas and sell
purchased produce in a prospective market during the lean period of the agricultural
operation.
Potential Farmer Activities/ Services required at intermediary level

Identification of the key areas required to be addressed by the intermediary (FPOs) is the prime important factor
for the success of the FPOs. The step-wise process would be as below.
Identify services needed by farmers
Undertake cost-benefit analyses to study intermediaries profitability
Infrastructure assessment & arrangement for providing services (e.g. sprayers, planters,
sheller, dryers, etc.)
Training of Intermediaries in service
Build intermediary capacity in business skills and linkage to credit institutions
Marketing their services (field days, radio messages, IEC materials,

e-extension animated films)
Increase the scope of service package to at least 4 - 5 services
Some of the illustrative activities according the agricultural value chain have been given in box given below:
Pre-Production Production
z Crop insurance agent z Input supply services
z Soil testing agent z Planting services
z Crop monitoring agent (for banks, insurance z Weeding services
companies) z Pesticide spraying services
z Custom Hiring services
z Digital profiling agent
89
Post-Harvest Marketing
z Shelling services z Bulking/aggregation services
z Grain cleaning services z Rural sales agent, non-agricultural products
z Drying services z Rural banking and Digital Financial Services (DFS) agent
Illustrative Agricultural Value Chain Model of Maize Crop

As we are aware that there are five key elements for the assessment and formulation of the prospective business
plan for the FPOs.
Technology
transfer
Trading Aggregation
Business of Inputs
Collective Value
Marketing addition
1. Assessment and management plan for technological gap

2. Assessment and management plan for input management (Aggregation of Inputs)
3. Assessment and management plan for Primary / secondary processing (Value Addition)
4. Assessment and management plan for marketing (Collective Marketing)
5. Assessment and management plan for trading business during the lean period of the agricultural operation
of concern FPO’s members
Based on price fluctuation trends, a value chain model has been formulated and discussed to understand the
working of a value chain under maize crop. It shows how the dynamics of a value chain can be modified /
strengthened through participation of the FPOs as an intermediary for better price realization for the farmers.
Price Spread of the Maize and major stakeholders
Actor Value (Rs./Qtl.) Value (%) Gross Margin (%) Actor Value (Rs./Qtl.) Gross Margin (%)
Farmers 1300 43 43 Farmers 1300 43
Traders 1360 45 2
FPO 1795 16
Processors 1632 53 9

Wholesaler 1795 59 5
Retailer 3051 100 41 Retailer 3051 41
90
Price dynamics along the existing Price dynamics along the maize
maize value chain value chain with FPO
43%
41% 41% 43%
16%
5%
9%
2%
Farmers Processors Retailer Farmers FPO Retailer
Traders Wholesaler
The methodology of applications of the five elements for the cluster of the farmers cultivating maize crops is
illustrated as under:
1. Assessment and management plan for technological gap
The potential yield of the maize crop in India is 4.52 MT/ha against the average realised yield of 3.26 MT/ha.
Further, potential yield in Tamil Nadu State is 5.81 MT/ha against the realised yield of 5.04 MT /Ha. There is large
productivity gap between average potential yield and average realised yield in India. i.e. 1.26 MT/ha. This can be
enhanced by undertaking best practices. In terms of economic loss and opportunity of enhancing gross returns
due to the productivity gaps can be worked out as under:
Particulars No of Area (ha) Input Cost Production Productivity Gross Gross

Farmers (Rs./ha) (MT) (MT/Ha) Return (Rs. Income (Rs.
in Lakh) in Lakh)
Without FPO 300 180 39543.80 586.80 3.26 76.28 5.10
With FPO 300 180 39543.80 813.60 4.52 105.77 34.59
Change 226.80 1.26 29.49 29.49
The above table reveals that there is opportunity of enhancing gross margin of Rs. 29.49 lakh in 180 ha of maize
crop cultivated by 300 farmers.
2. Assessment and management plan for input management (Aggregation of Inputs)
Particulars No of Farmers Area (ha) Input Cost (Rs./ha) Gross Margin (Rs. In Lakh)
Without FPO 300 180 39543.80 71.18
With FPO 300 180 38153.80 68.68
Change 1390 2.50
Similarly, there exists an opportunity of reduction in input cost of Rs.1390/ha through aggregation of
inputs by FPO. Hence, there is gross margin of Rs. 2.50 Lakh for the FPO for input supply to 300 farmers
who are under taking cultivation of maize crop under 180 ha.
91
3. Assessment and management plan for primary/secondary processing (Value Addition)
Particulars No of Farmers Area (ha) Output Cost (Rs./qtl) Gross Margin (Rs. In Lakh)
Without FPO 300 180 1300.00
With FPO (as a trader) 300 180 1360.00 3.52
With FPO (as a processor) 300 180 1632.00 15.96
Change 19.48
There are different stakeholders in the existing value chain of the maize who are undertaking business of
aggregator, processors, wholesaler and retailers. There is gross margin of Rs. 60/quintal and Rs. 272/quintal when
product moves from farmers to trader and then trader to processor.
If the business model and role of the trader and processor is also taken over by FPO, this will result in enhancement
of the gross margin of Rs. 19.48 lakh for a cluster of 300 farmers cultivating maize crop in 180 ha of area.
4. Assessment and management plan for Collective Marketing
Particulars No of Farmers Area (ha) Output Cost (Rs./qtl) Gross Margin (Rs. In Lakh)
With FPO (as a processor) 300 180 1632.00
With FPO (as a Wholesaler) 300 180 1795.00 9.56
Change 9.56
If the FPO also takes on the role of wholesaler and undertakes collective marketing of finished product, there is
a gross margin of Rs.163/quintal. If the business model and role of the wholesaler is taken over by the FPO, it will
result in enhancement of the gross margin of Rs. 9.56 lakh for the 300 farmer’ cultivating maize crop in 180 ha.
Gross enhancement of the business participation and gross margin of the FPO
S. No. Particulars No of Farmers Area (ha) Gross Margin (Rs. In Lakh)
1 Enhancement of Productivity 300 180 29.49
2 Aggregation of Inputs 300 180 2.50
3 Procurement and Processing 300 180 19.48
4 Collective Marketing 300 180 9.56
Total 61.03
The above analysis reveals that there is an opportunity of enhancing business participation of the farmers in the
existing value chain through FPO mode along with undertaking basic functions of the FPO i.e. technology transfer,
aggregation of inputs, procurements, processing and collective marketing. The example reveals that there is an
opportunity of enhancing gross margin of Rs. 61.03 lakh by promoting FPO for 300 farmers cultivating an area of
180 ha of maize crop. The contribution in total gross margin would come from enhancement of the productivity
(48%), aggregation of input (4%), procurement and processing (32%) and collective marketing (16%).
Participation in value chains: One of the easier methods in participation in value chain for the FPOs could be
through tie-up with corporates.
92
Importance of Corporate
tie-ups for FPOs
16%
An analysis of the agricultural growth
Collective Marketing
trends so far brings out that the emphasis
has largely been on the production Enahncement of
Productivity
segment, while the post-production has
Aggregation of Inputs 48%
at best been on the periphery of policy 32%
formulation and scheme/programme roll Procurement and
Processing
out. In that sense, India has addressed
only half the agriculture sector enterprise
so far. 4%
An important concern in Indian agriculture
Rapidly expanding
Wholesaling Retailing
“Front end” activities
Logistics Processing
Consolidating
“Back end” activities of
production agriculture
Continuously
Fragmenting
An important concern in Indian agriculture is that while “front end” activities – including wholesaling, processing, logistics, and retailing – are rapidly
expanding and consolidating, the “back end” activities of production agriculture have been continuously fragmenting (Gulati, 2008).
93
The returns that the farmer-producer obtains on his produce impacts his income and influences his ability to
invest in agriculture, as also his standard of living. The post-production segment of the agriculture enterprise
encompasses a cafeteria of interventions including farm harvesting practices; storage and transportation (both
dry and cold); processing and marketing. While marketing connects the producer and the consumer, other
interventions including processing are essential to add value to the raw product and increase the food mile, so
that the producer is able to benefit from maximum value.
Marketing efficiency is very important if the farmer is to garner optimal share in the consumer’s rupee. Organized
marketing of agricultural commodities in our country is through a network of regulated markets. Most of the
States enacted Agricultural Produce Markets Regulation (APMR) Acts during sixties and seventies and brought
all primary wholesale assembling markets under the ambit of these Acts. Market yards and sub-yards were
constructed and for each market area, an Agricultural Produce Market Committee (APMC) was constituted to
frame the rules and enforce them. Thus, organized agricultural marketing came into existence through regulated
markets. The basic objective of setting up a network of physical markets is to ensure reasonable gain to the farmers
by creating an environment in markets for fair play of supply and demand forces, regulate market practices and
attain transparency in transactions.
With time to handle the increasing agricultural production, the number of regulated markets in the country
have increased from 286 in 1950 to about 6630 (2332 Principal Market Yards & 4,298 Sub-Market Yards).
Besides, the Country has more than 22,000 primary retain agricultural markets which are commonly known
as ‘Haats’.
While APMCs brought in a great improvement from the preceding village trader-dominated
exploitative system, they failed to serve the full objective of price discovery in a fair and
transparent manner
For addressing issues & inefficiencies originating from the structure, conduct and performance of APMCs, the
Ministry of Agriculture identified the following 7 vital areas of market reforms to pursue with the States/Union
Territories:
Â Direct wholesale purchase from farmers outside the market yards at farm-gate by Processors/ Exporters/
Bulk Retailers/ End user, etc.
Â Establishment of private market yards / private markets managed by a person other than a Market Committee
Â Establishment of farmer / consumer market by a person other than Market Committee (Direct Sale by the
producer to the consumers)
Â Provision for Contract Farming
Â Provision for unified single registration / license for trade transaction in the mandis across the State
Â Provision for e- trading
Â Provision for single point levy of market fee at first transaction
The Central Government brought in next-generation market reforms through promulgation a Model APMC Act
in 2003 and following it up with sharing of Model APMC Rules in the year 2007.
‘Agriculture Marketing’ laws are regulated by the State Governments and thus were shared with the
States/UTs requesting them to reform their marketing regulations and align these with the provisions in
the Model Act.
94
Salient Features of the Model Act, 2003 on Agricultural Marketing

However, it was observed that many of States/UTs had not adopted the Model Act and even in cases where the
Model Act was used to effect necessary amendments to their Acts, the reforms seemed patchy, sporadic and
cosmetic.
Allowing direct sale of farm produce to contract farming sponsor

1 from farmers’ field
Separate provision made for notification of ‘Special Markets’ or

2 ‘Special Commodities Markets’
Allowing private persons, farmers and consumers to establish new

3 markets outside the established APMC
Single levy of market fee on sale of any produce with in the

4 notified area
Replacing license with registrations

5
Provision made for the establishment of consumers’/ farmers’

6 market to facilitate direct sale of agricultural produce to consumers
Creation of market infrastructure from revenue earned by the APMC

7
95
The government launched National Agriculture Market (e-NAM), a pan-India online trading
platform for agricultural commodities managed by Small Farmers’ Agribusiness Consortium
(SFAC) on April 14th 2016
In this journey of market reforms, another milestone was launching of eNAM (Electronic National Agriculture
Market) by Central Government in 2016.
To promote uniformity in agriculture marketing by

streamlining of procedures across the integrated
markets, removing information asymmetry between
Vision
buyers and sellers and promoting real time price
discovery based on actual demand and supply
Integration of APMCs across the country through a

common online market platform to facilitate pan-India
Mission trade in agriculture commodities, providing better price
discovery through transparent auction process based
on quality of produce along with timely online payment
The e-NAM platform seeks to network

the existing physical regulated wholesale
market through a virtual platform to create
a unified national market for agricultural. The
program started with a target of integrating
585 APMCs and as on date, the coverage
has been extended to 1000 APMCs on the
e-NAM platform.
It was followed by a new Model Act “The

State/UT Agricultural Produce and Livestock
Marketing (Promotion & Facilitation) Act,
2017”.
Produce and Livestock Marketing

(Promotion & Facilitation) Act, 2017
1. The entire State would be treated as
a single market, doing away with the
earlier notified area for an APMC
2. The Market Committee and State Agricultural Marketing Board would be fully democratized
3. Enhancing competition for the farmers produce by providing conditions for creation of private wholesale
markets and farmer-consumer market yards
4. Reducing price spread by enabling direct contact between farmers and consumers or other end-user
categories such as processors, exporters and so on
96
5. Freedom to the farmer to sell his produce to any person or

agency at any place of his choice which may fetch him better
returns
6. Declaration of warehouses, silos and other storage structures
as markets or sub-market yards to enable direct linkage
between the farmer and the buyer
7. Promoting e-trading to link markets across geographies and
make trade process transparent
8. Single-point levy of market fee and single trading license
across the State
9. Create conducive conditions such as inter-state trading
license, grading, standardization, and quality certification for
promoting a nation-wide, single agricultural market
The extent to which different states have adopted the 2017 model
act is also different.
Direct marketing (Outside mandi)
Declaring warehouse, silos / cold
De- regulation of marketing of

Separation of Powers between
Single Point levy of Market fee

Dir(Mktg.) & MD, Mandi Board
Single unified trading license
storages, as deemed market

Private Wholesale market
Limiting regulation
Fruits & vegetables

within APMC Yard
e- trading
State/UT
Sl. No
1 Andhra Pradesh
2 Arunanchal Pradesh
3 Assam
4 Bihar
5 Chhattisgarh
6 Goa
7 Gujarat
8 Haryana
9 Himachal Pradesh
10 Jharkhand
11 Karnataka
12 Kerala
13 Madhya Pradesh
14 Maharashtra
15 Manipur
97
16 Meghalaya
17 Mizoram
18 Nagaland
19 Odisha
20 Punjab
21 Rajasthan
22 Sikkim
23 Tamil Nadu
24 Telangana
25 Tripura
26 Uttar Pradesh
27 Uttrakhand
28 West Bengal
29 Delhi
30 Chandigarh
31 Puducherry
32 Jammu & Kashmir, Laddakh, A&N island, DNH, Daman & Diu, Lakshdeep
means yes means no
However, the pace of reforms at State/UT level was far from satisfactory and the farmers continued to face the
following problems:
Â Market Coverage: APMC Act of the State divided the entire area into various notified Market Committee
areas and assigned the regulatory responsibility of regulating agricultural marketing practices in such areas
to the specific APMCs. The primary wholesale agricultural markets are situated at an average distance of 50
km from the farm gates. The variation in the density of regulated markets across the country ranged from
116 sq km in Punjab to 11,215 sq km in Meghalaya and the all-India average area served by a regulated
market is about 496 sq km against the recommendation of the National Farmers’ Commission (2004) of 5
km radius (corresponding market area of about 80 sq km) for providing easy market access to farmers. To
achieve this norm, India needs 41,000 markets. Thus, the small and marginal farmers with small marketable
surplus ratios (MSRs) are not benefitted much from these on account of scale and the cost of transportation
involved.
Â Licensing: The licensing of commission agents in the regulated markets has led to the monopoly of these
licensed traders acting as a major entry barrier in existing APMCs for a new entrepreneur and thus, preventing
competition. New licensing of commission agents requires space for shops within the market yards. As
many of the market yards have been established long back and don’t have adequate space for construction
of shops, the issue of new licenses is not encouraged in many cases. The traders, commission agents, and
other functionaries organize themselves into associations which generally do not allow easy entry of new
persons, stifling the very spirit of competitive functioning. Further, multiple license requirements for trading
in a state and levy of market fee at multiple points along with high incidence of fee and charges further have
an incremental impact.
98
Â High Incidence of Market Fee/Charges: Market Committee is authorized to collect market fees ranging
0.30% to 2.0%, from the buyers/traders on the sale of notified agricultural produce. In addition, commission
charges are to be paid to commission agents which varies from 0.5% to 4.5% in food grains, and 3.0% to 7.0%
in the case of fruit and vegetables. In addition to these, other charges such as various types of development
cess, entry tax, purchase tax, weighment charges and hamal charges, etc. are also required to be paid
resulting in higher transaction costs and low price realization by the farmers in a regulated market.
Â Market Information Asymmetry: It is often not possible for the farmers to obtain information on exact
market prices in different markets. So, they accept whatever price the traders offer them.
Â Inadequate Marketing Infrastructure: The benefits available to the farmers from regulated markets
depend on the facilities/amenities available therein. Studies indicate that covered and open auction
platforms, drying yards, electronic weigh-bridges and cold storage units exist in all the markets. These APMC
markets also fare poorly in banking and internet connectivity and civic infrastructure at most APMC markets
is also in a very bad shape, causing inconvenience to farmers.
For aiming at:

a. Reduction in intermediation levels by providing alternative marketing channels (direct marketing, contract
farming etc.)
b. Doing away with monopoly of Government-controlled markets
c. Paving way for more private sector investment
Three bills were passed by the Government of India, the gist of which is given below:
Farmers’ Produce Trade and

Commerce (Promotion and Facilitation) Act, 2020
Â Expands the scope of trade areas of farmers’ produce from select areas to “any place of production,
collection, aggregation”.
Â Allows electronic trading and e-commerce of scheduled farmers’ produce.
Â Prohibits state governments from levying any market fee, cess, or levy on farmers, traders, and electronic
trading platforms for the trade of farmers’ produce conducted in an ‘outside trade area’.
Farmers (Empowerment and Protection)

Agreement on Price Assurance and Farm Services Act, 2020
Â Provides a legal framework for farmers to enter into pre-arranged contracts with buyers including
mention of pricing
Â Defines a dispute resolution mechanism.
Essential Commodities (Amendment) Act 2020

Â Removes foodstuff such as cereals, pulses, potato, onions, edible oilseeds, and oils, from the list of essential
commodities, removing stockholding limits on such items except under “extraordinary circumstances”
Â Requires that imposition of any stock limit on agricultural produce be based on price rise.
99
Feature APMC Regime Farmers’ Produce Trade and Commerce (Promotion

and Facilitation) Act, 2020
Trade of Farmers’ Farmers to only sell to licensed Farmers free to sell in open markets (outside the trade
Produce middlemen in these notified markets area)
(Market Yard / Mandies)
Alternative Produce has been sold mainly in notified Barrier-free inter-state and intra-state trade of primary
Trading Channels wholesale markets run by APMCs agricultural commodities
Market Fee Traders bind to obtain licensed and pay Farmers and buyers of their produce to trade outside
requisite tax to AMPC these tax-free markets
Electronic Trading No such mechanism exists It allows the electronic trading of scheduled farmers’
produce (agricultural produce regulated under any state
APMC Act) in the specified trade area. It will also facilitate
direct and online buying and selling of the agricultural
produce via electronic devices and the internet.
Thus, there are initiative taken by the GoI to address the operational and legal issues listed above by enforcement
of three farmer’s bills, 2020. There is a framework for contract farming through an agreement between a farmer
and a buyer prior to the production or rearing of any farm produce. The Act links contract price to market price.
A provision has also been made to ensure buying of entire agreed produce of the grower by the contracting
agency. It provides for a three-level dispute settlement mechanism: the conciliation board, Sub-Divisional
Magistrate and Appellate Authority.
Contract farming – FPOs
What is contract farming?

Â Under contract farming, agricultural production (including agri-allied sector) can be carried out based on
a pre-harvest agreement between buyers (such as food processing units and exporters) and producers
(farmers or farmer organisations)
Â The producer can sell the agricultural produce at a specific price in the future to the buyer as per the
agreement and reduce the risk of fluctuating market price and demand.
Â The buyer can reduce the risk of non-availability of quality produce
Types of contracts
Models Sponsors General Characteristics
Centralized Corporates, Other private Generally the initiative is taken by the buyer; Popular in many developing
players & agencies countries for high-value crops; Commitment to provide material and
management inputs to producer
Nucleus State agencies, Corporates, Is a variation of the centralized model where the sponsor also manages
estate other private players & a central estate or plantation; The central estate is usually used to
agencies guarantee throughput for the processing plant but is sometimes used
only for research or breeding purposes; Is often used with resettlement
or transmigration schemes; Involves a significant provision of material
and management inputs
100
Models Sponsors General Characteristics
Multipartite Sponsorship by various Multiple sponsors for product/activity; Joint-venture approach; requires
organizations, e.g. coordination between sponsors
z State agencies
z State marketing authorities
z Private corporate sector
z Landowners
z Farmer cooperatives
Informal Entrepreneurs Not usually directed farming; Common for short-term crops i.e. fresh
developer Small companies vegetables to wholesalers or supermarkets; Normally minimal processing
Farmer cooperatives and few inputs to farmers; Contracts on an informal registration or verbal
basis; Involves greater risk of extra-contractual marketing
Intermediary Private corporate sector, State Involves sponsor in subcontracting linkages with farmers to
(tripartite) agencies intermediaries; Not a holistic approach; there is a danger that the sponsor
loses control of production and quality as well as prices received by
farmers as it depends on the market
With a view to integrate farmers with bulk purchasers including exporters, agro- industries etc. for better price
realization through mitigation of market and price risks to the farmers and ensuring smooth agro raw material
supply to industries, the Union Finance Minister in the budget for 2017-18 announced preparation of a “Model
Contract Farming Act” and circulation of the same to the States for its adoption. Farmer Producers’ organizations
(FPOs) have a major role in promoting Contract Farming and Services Contract. On behalf of famers, they can
enter into agreements with the sponsor. The final Model Act “The ….State/UT Agricultural Produce and Livestock
Contract Farming and Services (Promotion & Facilitation) Act 2018” came into existence on 22 May 2018.
Salient features of Model Contract Farming Act, 2018

Â The Act lays special emphasis on protecting the interests of the farmers, considering them as weaker of the
two parties entering into a contract.
z In addition to contract farming, service contracts all along the value chain including pre-production,
production and post-production have been included.
z “Registering and Agreement Recording Committee” or an “Officer” for the purpose at district/block/
taluka level for online registration of sponsor and recording of agreement provided.
z Contracted produce is to be covered under crop / livestock insurance in operation.
z Contract framing to be outside the ambit of APMC Act.
z No permanent structure can be developed on farmers’ land/premises
z No right, title of interest of the land shall vest in the sponsor

Â Promotion of Farmer Producer Organization (FPOs) / Farmer Producer Companies (FPCs) to mobilize small
and marginal farmers has been provided
z FPO/FPC can be a contracting party if so authorized by the farmers.
101
Â No rights, title ownership or possession to be transferred or alienated or vested in the contract farming
sponsor etc.
z Ensuring buying of entire pre-agreed quantity of one or more of agricultural produce, livestock or its
product of contract farming producer as per contract.
z Contract Farming Facilitation Group (CFFG) for promoting contract farming and services at village /
panchayat at level provided.
Â Accessible and simple dispute settlement mechanism at the lowest level possible provided for quick disposal
of disputes.
z It is a promotional and facilitative Act and not regulatory in its structure
Nature of tie-ups with corporates
Inputs Supply Training & Extension Services Advisory on weather
Farm Mechanisation Hub Access to credit and funds Market Intelligence & Access
Processing & value addition
Input supply
Farmers are the only business entities who purchase in retail and sell in bulk. Perhaps the activity of FPO
which draws maximum membership is supply of quality and timely inputs at door-step. The relationship with
corporates is not only restricted to the inputs but extends beyond it. For example Indian Farmers Fertiliser
Cooperative Ltd (IFFCO) not only does business of inputs with the FPOs but through its wing Indian Farm Forestry
Development Cooperative Limited (IFFDC), a separate Multi-State Cooperative Society which undertakes seed
production programs on farmer’s fields, provides soil testing facilities through its mobile soil testing units to the
FPOs, conducts onsite & offsite training programs for associated FPOs covering various aspects of farming and
balanced use of fertilizers. The implications of such tie-ups in addition to profits could be:
a. Increase in membership base of FPOs due to increased faith on account of delivery of adequate and
timely inputs at the door step of the member
b. With increased share capital, FPO becomes eligible for matching grants
c. Record maintenance improved as officers from corporate tie-up agency involves in stock inspections
from time to time and guide FPO in improving the MIS systems
102
Training and Extension Services
The last mile extension services are the biggest weak link in the farming sector. In our country, apart from
front line agriculture workers of agriculture department, there are Krishi Vigyan Kendras (KVKs) in almost all
districts acting as resource centres for agriculture technology and its dissemination. However, it is practically
difficult for KVKs to touch each & every farmer effectively with more than 14 crore farming families with only
668 KVKs. Further, the farmers interested in cultivation of niche crops & requiring advanced information may
not get all their needs fulfilled. Therefore, farmers need the extension services of corporates who will work
with a well-defined group of farmers.
The example which can be quoted in this regard is could be corporates like ITC & BILT for undertaking forest
plantation activities on farmer’s fields by providing the specialised planting material as also building capacities
of farmers in the technology adoption along with forward market-tie-us. Another example is Invictus FPC Ltd.
(Ghaziabad, UP) promoting piggery after getting trained in IVRI, Barelli, National Research Centre on Meat,
Hyderabad and National Research Centre on Piggery, Guwahati and is now supplying piglets to companies
in Manipur and other NE states.
Advisory on weather
Reuter Market Light (RML) is providing personalised messages to the farmers in 09 local languages spread
across 17 Indian states. RML services prepared for 450 crop varieties, 1300 markets and 3500 weather stations
and are used by 13 lakh farmers across 50,000 villages. Enterprise Solution by RML provides data, insights and
intelligence on farmers, farmer groups, and commodities to agri-enterprises to enable informed decisions.
An ICT-based Agriculture platform called Krishidoot has brought together farming communities and
agribusinesses. Krishidoot is the largest aggregation of Farmer Producer Organisations in India.
Farm Mechanisation Hub
Mahindra Agri Solutions Ltd., a wholly owned subsidiary of Mahindra and Mahindra Ltd. is helping in the
execution of a World Bank-aided project called Maharashtra Agriculture Competitiveness Project (MACP) to
increase productivity, profitability and market access for the farming community in Maharashtra. Mahindra
Agri Solutions Ltd through its digital platform MyAgriGuru is helping FPOs on crop advisory, weather
forecasting, market information, price forecasting, etc. MACP has also established an in-house Centre for
“Indian Agriculture Market Intelligence cell” for price forecasting of select agriculture commodities. This
forecast report is disseminated through the MyAgriGuru App to FPOs, empowering them to take better
decisions.
Similarly, Escort Crop Solutions operates almost 100 combine harvesters, a host of tractors, and other
equipment on rental basis under franchisee model and has been assisting FPOs by supply of machinery,
training of drivers and also providing other services. They are actively working with FPOs in these states.
103
Access to credit and funds
Whenever FPOs deal with niche products, especially those which are seasonal in nature, the working capital
requirements increase. The problems become compounded when these products are to be processed or
sent to distant markets as delays in realisation of funds are expected.
In many cases, the corporates dealing with such FPOs come forward in providing advance payments for
seasonal procurements to facilitate FPOs in making immediate payments to the farmers from whom the
procurements are done. This is important in the case of niche crops which are grown by farmers based on
specific demand. The system eases out the working capital requirements of the FPO and becomes a win-win
situation for all – the FPO and its members on one hand and for the corporate on the other.
Market Intelligence and Access
Market intelligence benefits a FPO in getting reliable information in advance on demand-supply situation,
price discovery, location of markets, etc. NCDEX, the biggest technology based commodity market enables
FPO to participate and hedge risk. Based on intelligence, farmers can plan for their crops based on the future
price in the commodity market.
The FPOs can also link with corporates for maximisation of profit like:
Â PepsiCo supplying seed and package of practices of tomato for their supply of raw material for processing
Â Potato cultivation through contract by Balaji Wafers
Thus, there is an excellent opportunity for FPOs for profit maximization through adoption of B2B model of
marketing of products which offers win-win situation both for FPOs and the corporates.
Ninja cart is India’s largest fresh produce supply chain company that is using technology platform for
connecting producers directly with retailers, restaurants, and service providers using in-house applications
that drive end to end operations. Currently, their Supply Chain is equipped to move 1400 tonnes of perishables
from farms to businesses, every day, in less than 12 hours. Benefits of the arrangement also includes receiving
payment in 24 hours, employment generation, exposure to professional grading & packing operations at the
village level, convenient mode of transportation, digital transaction process, etc.
The Reliance Foundation, the CSR wing of Reliance industries has formed 22 FPCs to empower farmers
across 12 states. In 2018-19, these FPCs have transacted farm and non-farm products worth over 25.3 crore
benefitting 19200 families, raising farmer’s income significantly. (Business India, 24 Feb to 08 March 2020)
Some companies like Sewa Paper Mills-BILT and JK Paper Mills have formed exclusive FPOs for promotion of
pulpwood plantations in their hinterland. Patneswari FPO in Jeypore-Koraput and Nagavali FPO by JK Paper
Mills has access to mills for marketing of wood. Sewa Paper Mills has also been extending Bulk Supply Bonus
where in each ton will be provided extra Rs 100 when supplier provides the materials in bulk.
Thus, the FPOs can enter into arrangements with corporates in accessing bulk markets for their products for
increasing their profit margins.
104
Processing & Value Addition

The major challenge for any FPO is value addition through processing, storage and marketing of processed
products. While challenges of finance would exist, there are also additional challenges related to technology
and infrastructure. To a large extent, the association with corporates in this regard would facilitate in
overcoming the same.
Disa Multipurpose Cooperative Society (DMCS) were novices in the seed sector when they first entered the
sector. However, the discussions and training programmes conducted by NABARD for such agencies where
the corporates like M/s Agrosaw have explained the nitty-gritties have helped them in establishing their own
seed processing plants.
Gorakhnath FPC had a similar experience by aligning with agencies like National Seed Corporation and
major seed dealers. Initially, they had only seed graders and their products were rejected. However, they later
upgraded their machinery and now produce and market nearly 4000 q of seeds through a network of dealers
across the state of Odisha.
Sahaja Aharam has established their own processing plants for food processing through tie ups with research
institutes and also by employing tech-savvy staff.
Kishore Biyani’s Future Group has signed a Memorandum of Understanding (MoU) with an FPC called
Sahyadri Farms for direct sourcing of fruits and vegetables for its supermarket chain Big Bazaar, triggering
hope among many policymakers that the FPC model may succeed where traditional solutions have failed in
helping India overcome the agrarian case and doubling farmers’ incomes. Sahyadri Farms, set up in 2011, has
grown to become the largest FPC in the country, with a membership of 8,000 farmers and a turnover of Rs
300 crore. It is also India’s largest grape exporting company.
Challenges in Corporate Tie-ups:

While many examples from the field demonstrate how the tie ups with corporates have helped FPOs in
strengthening their business and achieving significant growth, certain operational and legal weaknesses were
also observed over a period of time. Some of them are listed below:
Most of the agreements between corporates were informal or loosely worded
Corporates wanted continuous supply of good quality materials but FPOs in dealing with large number of
farmers could not always guarantee uniform product qualit
Companies used to pick up the best quality product and leave the rest. FPOs faced problems in
marketing of the rejected lots
Corporates were always enjoying the float by delaying payments to FPOs while FPOs had to make
arrangements for funds for making immediate payments to farmers
Companies sometimes create infrastructure in the premises of the FPOs and they insisted that same
should not be used for other works even in idle time
Companies per se may be having fair policies but the field level employees sometimes caused
damage to FPOs through fraudulent practices
Many a times competition was killed by corporates by not allowing FPOs to approach alternate markets
even with surplus and vice a versa i.e.companies enjoyed freedom to choose alternate sourcing
channel when they got raw material at cheap rates
FPOs expectations from Companies to invest in extension was not fulfiled
Sometimes agreements were wholly lopsided and FPOs faced issues in executing deals as per
agreement terms
105
Session XIII
Formulating a Prospective
Business Plan for FPOs
Business Plan
A business plan is a succinct document that specifies the components of a strategy with regard to the business
mission, external and internal environments, and problems identified in earlier analysis. A business plan is not
written each time a modification to a strategy is made. It should be written when a new venture is developed or
a major new initiative is launched. Sincere contemplation is needed about the business concept, the business
opportunity, the competitive landscape, the essential elements for success, and the people who will be involved.
The exercise will often lead to more questions, and these new questions must be properly researched to gain
deep insight into the issues and challenges that lie ahead.
In short, the business plan must contain answers to the questions like:“Who/ What/
Where/ When/ Why/ How/ How Much”.
Characteristics of a Good Business Plan:

A good business plan follows generally accepted guidelines for both form and content. There are three primary
parts to a business plan.
a. The first is the business concept, where you discuss the industry, your business structure, your particular
product or service, and how you plan to make your business a success.
b. The second is the market place for the product, in which you describe and analyse potential customers: who
and where they are, what makes them buy and so on. Here, you also describe the competition and how you
will position yourself to beat it.
c. Finally, the financials section contains your income and cash flow statement, balance sheet and other financial
ratios, such as break-even analyses. This part may require help from accountant and a good spreadsheet
software program.
Process of Business Planning

The business planning process starts with Generation of Business Ideas, followed by Opportunities & Threats
Analysis leading to Identification of suitable business opportunities. Once business opportunity is identified, a
Marketing Plan is prepared. The final part of the process deals with the preparation of a Financial Plan.
Financial Plan
Marketing
Plan
Identify
Business
Opportunity Opportunity
and Threats
Business Analysis
Ideas
Generation
106
Business Ideas Generation

Identification of specific business opportunity is largely a reactive process. Some of the ways to hit upon a
business idea are given below:
a. The idea can be a solution to a problem experienced by primary producers. For instance, collective sale
of agricultural produce to the bigger market will reduce the role of middlemen and ensure better price to
producers. Collective purchase of agricultural inputs like seeds, fertilizers, pesticides, etc., and selling them to
the producers reduces per unit cost while ensuring quality of the inputs.
b. It can be for use of new technology or material to meet a widely felt need. An idea of creating an agro service
centre for hiring tractor, power-tiller, transplanter, harvester, thresher etc., on rental basis to the small farmers
can reduce cost of production besides increasing productivity. Similarly, establishing a Bulk Milk Chilling Unit
for milk producers can be a good business idea.
c. It can be for establishing an Agri-Clinic for providing fee-based extension services.
Opportunities and Threats Analysis

Once a few business ideas are generated, each idea
must be critically evaluated with respect to the external
business environment for identifying the business
opportunity and threats. Every idea must be evaluated
to know whether it is worth pursuing. The opportunities
and threats of each idea is analysed in terms of the
following attributes:
a. Size of the market
b. Its stability i.e., the demand for the product long
term or purely temporary?
c. The extent to which the market is dissatisfied with
the existing solution
d. Level of competition, high, medium or low
e. Price and quality sensitivity of the market
f. Barriers to entry/exit
g. Changes in government’s policies such as subsidy, availability of low cost funds, etc.
Risk Identification and Safeguards:

Identification of risks and possible safeguards is an integral part of the Opportunity/Threat analysis. The goal
is not to eliminate risks altogether (an impossible proposition) but to identify them and assess whether they
can be managed or minimised through operational resilience. If the risks or threats seem unmanageable then
one may discard the business idea all together. Even after starting the business, the risks continue to remain
in the business environment, internally and externally, both. Hence, it is important to develop risk assessment
mechanism and risk mitigation strategy.
There are five key steps in the development of this strategy.
a. The first step is to identify and map the processes/factors that would have the biggest impact on earnings,
if disrupted. For example, bad monsoon will severely affect crop production in rain-fed areas thus reducing
earning of the PO considerably.
107
b. The second step is to identify critical infrastructure —including processes, relationships, people, regulations,
plants, and equipment—that supports the PO’s ability to generate earnings. For example, if there is break-
down in the Bulk Milk Chilling Unit, the whole stock of milk will be get spoiled and go waste, besides adversely
affecting the supply chain.
c. The third step is to identify the main vulnerabilities. Vulnerability is inability to cope with the adverse effects
of an event or risk. For example, storage, processing and trading of commodities can come under new
regulation, imposing conditions, which the PO may find difficult to comply with, at short notice.
d. The fourth step is to identify the weakest links, the elements on which all the others depend. For example, if
there is a single buyer for all produces, this is the weakest link.
e. The last step is to develop a planned response to mitigate the risks. For example, the enterprise may build
redundancies in some critical infrastructure like a spare refrigerated van for ferrying chilled milk.
Marketing Plan
The marketing plan describes how the product will be sold, how the business will motivate the customer to buy.
The purpose of developing and including the marketing plan in the business plan is twofold:
a. The process of designing a coherent marketing plan, that is an integral part of the overall business plan, will
help the business to test ideas, explore options, and determine effective strategies for success.
b. The result of a well-conceived and coherent marketing plan will convince the business plan reader about
the competence of the business.
Financial Plan
The financial plan translates all the other parts of the business - the opportunity, the operating plan, the marketing
plan, the management team—into anticipated financial results. It contains the current status and the future
projection of financial performance of the business. The financial plan represents the best estimates of the risks
involved, and the return on investment. Three financial areas are generally discussed in the financial plan:
Financial returns
Capital requirement Financial
(Return on Investment,
and financing projections including
Internal Rate of Return,
pattern cash flow statement
Net Present Value)
Need for Preparation of a Business Plan

Every business irrespective of size needs planning. Business planning is essential for growth and sustainability.
It provides broad ideas to meet the expected and unexpected opportunities and obstacles the future holds. In
case of a PO, it is all the more essential since most of the members will be acting as businessmen for the first time.
A business plan helps the PO in the following ways:
a. It helps in examining viability of the venture in a particular market.
b. It provides guidance to the PO for organising and planning activities.
c. It serves as an important tool in accessing finance/funding. If the financier is comfortable with the business
plan, the PO will be asked to prepare a Detailed Project Report (DPR).
Suggested Outline of a Business Plan

A business plan is essentially a written description of a business’s future. It provides an in depth report on the
environment in which the company functions, what the company plans to do in the near future and predictions
108
on its performance. A business plan conveys business goals, the strategies one uses to meet them, potential
problems that may confront one’s business and ways to resolve them, the organizational structure of business
(including titles and responsibilities), and finally, the amount of capital required to finance your venture and keep
it going until it breaks even.
Cover sheet
Executive
Documents Summary
Business
Financial Description
Plan
Marketing
Operation &
Plan
management plan
Production Competition
plan Analysis
A. Cover sheet
Serves as the title page of the business plan. It should contain the following:
a. Name of the Producer Company
b. Company address
c. Company phone number (include area code)
d. Logo (if any)
e. Names titles addresses phone numbers (include area code) of CEO/Board of Director
f. Month and year of the plan was issued
g. Name of the person/organisation who prepared it
B. Executive Summary:
Within the overall outline of the business plan, the Executive Summary will follow the title page. The Executive
Summary should be to the point and in a nutshell convey the value of your proposition.
Key elements that should be included are:

a. Business Concept, the business and market: Describes the business, its product and the market it
will serve. It should point out just exactly what will be sold, to whom and why the bushiness will hold a
competitive advantage.
b. The management team: A brief summary of the business team composition, special skills required to
operate the proposed business successfully should be provided in the executive summary of the business
109
plan. The nature and type of deployment of the key personnel and in case of specialized needs who would
support the key business proposition.
c. Business rationale - why the proposal is different: A statement of business rationale establishing how and
why the proposal is different than other businesses of the same nature in the prevailing industry. This will
prompt the financial institutions and others watching and planning to support the business.
d. The proposal: State clearly the intent of the proposal and what precisely you are planning to do and achieve
the intended output.
e. Basis for its success: State your logic as to why you think the proposed business would succeed in the
present circumstances and how it will meet the intended outputs. Strength – Opportunity matrix may help
summarize the logic.
f. Profitability and financial feature: Highlights the important financial points of the business including
sales, profits, cash flows and return on investment.
g. Financial requirements: Clearly state the capital needed to start the business and to expand. It should
detail how the capital will be used, and the equity, if any, that will be provided for funding. If the loan for
initial capital will be based on security instead of equity, you should also specify the source of collateral.
h. Risk assessment and mitigation strategies: The executive summery may also include a brief sketch of
the potential and killer risks assessed while analyzing the business proposition visa- vis industry and the
potential competitors. How the risks would be mitigated should form the body of the risk mitigation or
aversion strategy.
i. Current business position and prospects: Provides an overview of the market in which the start-up is to
function. In brief, it focuses on the proposed strategy to beat the competition.
j. Future Prediction as to the targeted market share, profitability and return on investment
k. Key conclusions: Based on above the key conclusions may be drawn for a quick snap shot vision of the
whole business plan.
C. Brief description of the business
Business Description:
a. The business background: The business description is an extended version of the Executive Summary, where
you must convey the crux of your proposition and provide some depth of knowledge regarding the plan.
b. Location and operational area: The business description usually begins with a short description of the
industry. When describing the industry, discuss the present outlook as well as future possibilities. You should
also provide information on all the various Markets within the industry, including any new products or
developments that will benefit or adversely affect your business. Base all of your observations on reliable
data and be sure to footnote sources of information as appropriate.
c. Method of operation: When describing your business, the first thing you need to concentrate on is its
structure, i.e., wholesale, retail, food service, manufacturing or service oriented. Also state whether the
business is new or already established. A very major part of the Business Description is detailed information
about the team.
d. Defining the prospective market and the customers: You should also mention, who you will sell to,
how the product will be distributed, and the business’s support systems. Support may come in the form of
advertising, promotions and customer services.
e. Type of business and services offered: Once you’ve described the business, you need to describe the
products or services you intended to market. The product description statement should be computed
110
enough to give the reader a clean idea of your identification. You may want to emphasize any unique
features or variations from concept that can typically be found in the industry. Be specific in showing how
you will give your business a competitive edge. The revenue model you propose must also be touched upon
in the business description.
f. Statement of viability: This section deals with financial analysis of the proposal and depicts the viability of
the business which enables the resource institutions, Shareholders and others assess and allocate resources.
D. Marketing Plan
A marketing plan includes information about the total market with emphasis on the target market. It helps in identifying
the target customers and suggest the means to rightly position and supply the products or services to them.
a. Target market: Identify characteristics of the customers. Tell how the results have been arrived. Back up
information with demographics questionnaires and surveys. Estimate the market size.
b. Competition: Evaluate indirect and direct competition. Show how one can compete.
c. Evaluate competition in terms of location market and business history.
d. Place: Tell about the manner in which products and services will be made available to the customer. Back
up decisions with statistical reports, rate sheets etc.
e. Promotion: How the advertising will be tailored to the target market? Include rate sheets, promotional
material and time lines for advertising campaign.
f. Pricing: Pricing will be determined as a result of market research and costing of the product or service. Tell
how the pricing structure has been arrived and back it up with materials from research.
g. Product: Answer key questions regarding product design and packaging. Include graphics and proprietary
rights information.
h. Timing of market entry: Decide when to enter the market and how this decision has been arrived at.
i. Targeted sales: State the sales targeted for the next 3 years. The first year’s sales may be presented month-wise.
j. Industry trends: Give current trends about how the market may change and what is the plan to adjust with
the changing scenario.
E. Competition Analysis
a. The competition analysis is a statement of the business strategy and how it relates to the competition. The
purpose of the competitive analysis is to determine the strength and the weaknesses of the competitors
within the proposed market, the strategies that will provide the proposed business a distinct advantage
the barriers that can be developed in order to prevent competition from entering your market, and any
weakness that can be exploited within the product development cycle.
b. The first step in a competitor’s analysis is to identify the current and potential competition. There are
essentially two ways you can identify your competitors. The first is to look at the market from the customer’
view point and the group all your competitors by the degree to which they contend for buyers’ perception
value in terms of money or satisfaction by its use. The second method is to group competitors according to
their various competitive strategies so you understand what motivates them.
c. Once you have grouped your competitors, you can start to analyze their strategies and identify the areas
where they’re most vulnerable. The aim is to get a competitive advantage over them. The analysis could be
carried out on the parameters like (1) reasons behind their success or failure; (2) prime customer motivator;
(3) major component costs and (4) industry mobility barriers.
111
d. The strategy for negotiating the proposed market share may focus on (1) product (2) distribution (3) pricing
(4) promotion and (5) advertisement. Arriving at a projection of the market share for a business plan is very
much a subjective estimate. It is based on not only an analysis of the market share but on highly targeted and
competitive distribution, pricing and promotional strategy. The market share should have a time horizon. To
estimate this, factors like industry growth which will increase the total number of users and conversion of
users from the total feasible market needs to be considered.
e. This section of business plan should include strategies for successful positioning of the business in the
competitive business environment. The strategic issues like how the competitors are positioning themselves,
what specific attribute your product have that competitors’ do not and what customers’ needs does your
product fulfil.
f. The success of the business significantly depends on pricing policy. To keep the pricing policy competitive
any of the of the following methods could be used: Cost-plus pricing- it assures that all costs both fixed and
recurring or variable are attained with desired percentage of profit; b) Demand pricing- the pricing based
on demand; c) Competitive pricing – this strategy is implied by the companies that are entering in to the
market where there are already established pricing exists and it is difficult to differentiate one product from
another; d) Mark-up pricing – used mainly by retailers, mark-up pricing is calculated by adding your desired
profit to the cost of the products. Each method listed above has several strength as well as weakness.
g. Distribution includes the entire process of moving the product from the place of manufacturing to the end
users. The type of distribution network chosen will depend upon the industry and the size of the market. A
good way to make your decision is to analyse your competitors to determine the channels they are using,
and then decide whether to use the same type of the channel or an alternative that may provide you with
a strategic advantage. Some of the more common distribution channels include direct sales, retailers,
wholesalers, etc.
h. The promotion strategy in its most basic form is the controlled distribution of the communication designed
to sell your product or services. In order to accomplish this, the promotion strategy encompasses every
marketing tool utilized in the communication efforts. This includes advertising, packaging, public relations,
sales promotion, etc.
F. Production plan
a. The purpose of the production plan section is to provide a detailed overview of how the actual production will
be carried out in the case of a manufacturing concern, or the service performed in the case of service industry.
b. The production plan is very crucial for a manufacturing concern. In the case of a service company, it may
be done away with and the relevant issues would be covered in the operation and management plan. The
production plan should include – production process adopted, capacity planning and task scheduling and
cost estimation.
G. Operation and management plan

a. The operation and management plan is designed to describe just how the business functions on a
continuing basis. The operation and management plan will highlight the logistics of the organization such
as the various responsibilities of the management team, the tasks assigned to each division within the
company, and capital and expense requirements related to the operation and management of the business.
b. There are two areas that need to be accounted for when planning the operations of your company. The first
area is the organizational structure of the company, and the second is the expense and capital requirement
associated with its operation.
112
c. Organizational structure: The organization structure of the company is an essential element within a
business plan. It should include the personnel deployed by the producer organization like Chief Executive
Officer, Accountant, Service Providers, the personnel from the supporting agency for the technical skills like
agriculture Technologies and marketing. Details of the key personnel should be appended with the business
plan to foster confidence in the financial agencies.
d. Depending upon the organization structure, the personnel requirement at various levels of the organization
is estimated. In addition to this, the costs of support services required for the functioning of the organization
are estimated. These costs are then used to compute the overhead costs which, in turn, are used in the
calculations involved for the financial statements.
H. Financial Plan
These are the records used to show past, current and projected finances. The following are the major documents
that would be required to include in the business plan. The work is easier if these are done in the order presented.
a. Cash flow statement (budget): This document projects what your business plan means in terms of rupees.
It shows cash inflow and outflow over a period of time and is used for internal planning. Cash flow statements
show both how much and when cash must flow in and out of your business.
b. Three year income projection: A pro forma income statement showing your projections for your company
for the next three years. Use the pro forma cash flow statement for the first year’s figures and project the next
according to economic and industry trends.
c. Break-even analysis: The break-even point is when a company’s expenses exactly match the sales or
service volume. It can be expressed in total rupees or revenue exactly offset by total expenses or total units
of production (cost of which exactly equals the income derived by their sales). This analysis can be done
either mathematically or graphically.
d. Debt-service ratio: The Debt Service coverage ratio is a measure of the firm’s ability to meet long term
obligations. This ratio is expressed as the amount a project pays (or proposes to pay) each year for principal
and interest on the debt/loan; that is, the amount of debt service to be paid when compared with the funds
available to pay that debt service.
I. Supporting documents
a. Brief profile of the PC and Resumes of the key Director/CEO
b. Copies of Leases, if any
c. Letters of Reference
d. Contracts / work order / MoU for selling produces etc.
e. Legal Documents (registration, business license, etc.)
FPO Business Planning
Vision of the company

To empower the weaker section / farmers of the society through economic and social progress by means of self-
support and mutual cooperation through the profession of production, collection, processing and marketing of
agriculture & horticultural produce..
113
Mission of the company

To create a platform for small and marginal farmers leading to a dignified life having economic independence
and social reorganization.
Strategic objective of the company

Â To ensure our services for at least 2,000 small and marginal farmers of -------- District by 2022.
Â To responsibly utilize forest resources and products including NTFP for sustainable interdependence of the
local population
Â To ensure better health and sanitation for the members and their families
Â To ensure better education & insurance coverage of all its members
Â To intervene in market led intervention, brand promotion, quality control and technology up gradation
Â To promote set up of processing unit of vegetables & mango.
Business idea generation
Scope in the area for business

After the base line survey by the FPO, it has been identified that most of the people are doing vegetable
cultivation along with horticultural activities like mango, sapota, litchi etc. as their income sources. Therefore the
Producer Company has decided to do the agricultural & horticultural business along with some organic manure
like vermin compost, bio compost. First the company has selected what are the products which can be easily
available for start of the business. The selected items are given below with their time of availability.
Name of the product Time of cultivation Time of harvesting

Brinjal June & Sept Sept & Feb
Chilly June & Sept Sept & Feb
Cauliflower Sept Feb
Cabbage Sept Feb
Radish Sept Feb
Tomato June & Sept Sept & Feb
Mango Jan May-July
Mustard Sept Jan
Black gram Aug Jan
Green gram Aug Jan
Turmeric May Feb
Badi^^ Jan-June & Oct-Dec
Agarbati^^ Throughout the year Throughout the year
Vermi compost Throughout the year Throughout the year
^^ It is necessary that the FPO should take every activity possible in the area into their scope/fold so that there is continuous flow of
business/income on one hand and employment generation/ higher income for the members.
114
Concept of multiple value chains
Can each Feb

uary
product be Jan
Ma
listed as to rch
Brinjal
time of jal
Brin to
r
Tomato
be
investment a B
Tom to Drumstic
P rin
m
k
Pota tick Co ota jal
Green M
ce
atar
ms
Dru Matar
Corinde
r rin to
De
bb to
Ap
de
m een e
en
Ca oma
Gre rinder
Gr ag
Co
r
ril
Bri
T
Dr atar
nja
sti um
November
ck
l
Cauliflower
Cabbage
Green
matar
Mango
May
bba er
Ca hilly
Ca liflow
ge
Pu ang
C
er
mp o
M
u
tob
kin
Ju
illy
c
Ch nder
O
ne
ri M
o
C aize Pu aize
mp
M Chilly kin
Can each
r Maize
be m Jul product be
pte y listed as to
Se
August time of
availability
Opportunity analysis (Guide for Filling the Diagram):
Inner-most Circle
Fill all the activities in the area that have potential for generating year-round activity. Generally, they are from
animal husbandry, non-farm activities, processing etc. Examples can be milk, incense sticks (agarbatties), candle
making, pickle making etc.
Central Circle
Fill all the activities in the area that have potential for generating input business for the FPO. Generally, they are
from seasonal agricultural operations. For example, if paddy requires urea in June-July, Aug-Sept, then fill paddy
from June to Sept.
Outer Circle
Fill all the activities in the area that have potential for generating value-added business for the FPO in specific
months. For example: In case your agency is involved in seed processing, the procurement from Kharif crop will
start by end of Nov and will extend up to end of Jan, the processing will continue till mid-May and sales will
happen during second fortnight of May onwards till first fortnight of July. Similarly for vegetable crops like potato
(Rabi crop), the purchase of same can start from Feb and extend up to March, the sale can happen either within
three months in case FPO does not have facilities for cold storage or even after six months in case there are cold
storage facilities.
115
Business Cycle: Kaal-Chakra
Innermost Circle: Core Business; Central Circle: Input Business;

Outer Circle: Marketing of produce/Value Addition/Storage
Dec Jan
Feb
Nov
Mar
Oct
Core/Year
round Apr
Sep
May
Aug June
July
Threat Analysis (Problems)

After identification of scope & issues of the area the FPO has made the problem analysis report. The details are
as under:
1. Input Level
Â Inputs like fertilizers, pesticides, seeds, agricultural equipment are not easily available in the blocks.
Â Farmers are not getting the proper input at the right time as per their demand.
Â Farmers have to depend on small retail outlets for their agricultural needs.
Â The farmers are not aware of quality of the products sold to them.
2. Farmers’ Level
Â As per the baseline survey done by the FPO the younger generation are reluctant to continue in the
agriculture.
Â They need proper guidance from the line department about agriculture.
Â They are not aware about the various schemes of the Government departments.
116
Â There are no other farmers’ institutions available in the blocks like FPO, Farmers Club etc.
Â Institutional level access is one of the major problems for the farmers as per the baseline survey.
3. Production Level
Â Farmers are not getting proper guidance and proper package of practices for production for different crops.
So their production level is decreasing by the time.
Â Due to excess use of chemical fertilizers and improper water management, natural calamities, lack of
technology awareness the productivity level is low.
Â In spite of promotion of mechanization of agriculture in some parts of the areas, most of the agricultural
operations in are carried out manually using simple & conventional tools & implements like wooden plough
sickle etc.
4. Marketing
Â Agricultural marketing is the major problem in the area. Due to lack of proper facilities in the block the
farmers have to depend upon local traders and intermediaries for the sale of their farm produce.
Â There are one or two local market in the block but the farmers are not getting good prices for their products.
Â Some of the farmers are going outside the district to sell their product but the transportation cost is very
high.
Â The farmers don’t have any contacts or any idea about the good market where they can get the right price
of their product.
Â Due to absence of an organized marketing structure, private traders and intermediaries capture the
marketing of agricultural produce. All these problems are affecting the income levels of the farmers.
5. Storage
Â Storage facilities of the area are very poor. Under such conditions, the farmers are bound to sell their produce
immediately after harvesting.
Â There is one cold storage in the district headquarters which is around 50 to 60 km away from the block.
Â Due to lack of staying power (perishable nature), farmers are not willing to store their product.
6. Pricing
Â Pricing of the product is a big issue for the farmers in the block. Farmers are not getting proper price for their
produce as compared to their expenses.
Â As there is no big market in the block, farmers mostly depend on the intermediaries or middlemen of the
area to sell their produce.
Â In this situation the middlemen and small vendor sare giving low prices to the farmers.
7. Processing /Value Addition
Â There are no food processing or value addition units in the block.
Â Farmers are not processing their produces and hence the produce value is low.
Â Lack of knowledge about processing - farmers don’t include value addition like grading, sorting, and
packaging to increase the selling price.
117
Business opportunity analysis for products identified under SCOPE

Name of product Issues Solution Suggested
Brinjal Pricing Collective Marketing
Chilly Pricing Collective Marketing
Cauliflower Pricing & storage Collective Marketing and Limited Period Storage
Cabbage Pricing & storage Collective Marketing and Limited Period Storage
Radish Pricing Collective Marketing

Collective Marketing and Grading/Sorting and Pre
Tomato Pricing/storage/value addition
Processing unit for limited volume of product
Collective Marketing and Grading/Sorting and Pre
Mango Marketing/storage/value addition
Processing unit for limited volume of product
Vermi compost Production/marketing Technology Transfer and Collective Marketing
Mustard Pricing & marketing Collective Marketing with tie up arrangements
Black gram Marketing Collective Marketing with tie up arrangements
Green gram Marketing Collective Marketing with tie up arrangements
Turmeric Production/marketing Technology Transfer and Collective Marketing
Agarbatti Marketing Collective Marketing with tie up arrangements

Proper guidance /marketing/ Technology Transfer , Establishment of manufacturing unit
Badi
making unit and Collective Marketing
Selection of Products: Stage 1 (business opportunity)

Need for marketing only Y/N
Investment level High(H)/
Feasible(F)/ High Cost(H)

Technology Available(A)/
Machinery Available Y/N

Need for Processing Y/N
Months of investment
Product Selected Y/N

Need for Storage Y/N
Medium(M) /Low(L)
Months of return
Product
Brinjal June & Sept Sept & Feb Y N N L A N Y
Chilly June & Sept Sept & Feb Y Y Y L A Y Y
Cauli flower Sept Feb Y N Y M A N Y
Cabbage Sept Feb Y N Y M A N Y
Radish Sept Feb Y N Y M A N Y
Tomato June & Sept Sept & Feb Y Y Y M A Y Y
Mango Jan May-July Y Y Y M A Y Y
Vermi compost Throughout the year Throughout the year Y N Y H A N Y
Agarbati Throughout the year Throughout the year Y Y Y L A Y Y
118
Mustard Sept Jan Y Y Y L A Y Y
Black gram Aug Jan Y N Y M A N Y
Green gram Aug Jan Y N Y M A N Y

Turmeric May Feb Y Y Y M A Y Y
Badi Jan-June & Oct-Dec Y Y Y M A Y Y
Selection of Products: Stage 2 (business opportunity)
working on product Is so give name
Are you aware of technology (Y/N)

Have you got experience (Y/N)
Addition/ Market Availability/

Is it new product for the Area
Major Opportunities ( Value

Is there any existing agency
Marketing/ Production)
No of Families Involved
Major Issues (Pricing/

Is it existing product
Selected Y/N
Any Other)
Product
Brinjal N Y N Y N Pricing/ Mktg Mkt Available Y
Chilly N Y N Y N Pricing/ Mktg Mkt Available Y
Cauliflower N Y N Y N Pricing/ Mktg Mkt Available Y
Cabbage N Y N Y N Pricing/ Mktg Mkt Available Y
Radish N Y N Y N Pricing/ Mktg Mkt Available Y
Tomato N Y N Y N Pricing/ Mktg Mkt Available Y
Mango N Y N Y Y Pricing/ Mktg Mkt Available Y
Vermi compost Y N N Y N Mktg/ Prod Mkt Available N
Mustard Y N N Y N Mktg/ Prod Mkt Available N
Black gram Y N N Y N Mktg/ Prod Mkt Available N
Green gram Y N N Y N Mktg/ Prod Mkt Available N
Turmeric Y N N Y N Mktg/ Prod Mkt Available N
Badi Y N N Y N Mktg/ Prod Mkt Available N
Agarbati Y N N N N Mktg/ Prod N
Shortlisting of business plan

Interventions on Input Side: The FPO has conducted a study on the input supply situation in the area and
realised that the farmers are procuring inputs for the agriculture / allied activities/ non-farm activities on retail
basis and they are also not in a position to procure them on time and that further, many times the inputs are
spurious. The summary of position is as indicated below.

119
Y: Available easily N: Not available easily
Other Equip. /
Bio Fertilizers
Selected Y/N
Large Equip.
Soil Testing
equipment
Pesticides
Pesticides
Irrigation
Tech Asst
Fertilizer
Product
Product
Seeds
Small
Input
Bio
Brinjal N Y N Y Y Y N Y Y Y Y
Chilly N Y N Y Y Y N Y Y Y Y
Cauliflower N Y N Y Y Y N Y Y Y Y
Cabbage N Y N Y Y Y N Y Y Y Y
Radish N Y N Y Y Y N Y Y Y Y
Tomato Y Y N Y Y Y N Y Y Y Y
Mango N N N N N Y N N Y N Y
Vermi compost Y N N N N Y N N Y N Y Y
Mustard Y Y N Y Y Y N Y Y Y Y
Black gram Y Y Y Y Y N Y Y Y Y
Green gram Y Y Y Y Y Y N Y Y Y Y
Turmeric Y Y Y N Y Y N Y Y Y Y Y
Badi Y Y Y
Agarbati Y Y Y
Finalisation of business plan

The FPO plans to undertake setting up of an agricultural outlet, collection & storage centre, food processing unit,
other social services in the block.
Agricultural
Input/veg.outlet
Collection and Other Social

Storage Center FPO Services
Food Processing
Unit
120
Agricultural Input/ Vegetable Outlet

Â FPO will market all inputs, particularly organic products like vermi-compost, biocompost and seeds,
agricultural equipment through its outlet or sale centre which will help reduce farming expenses.
Â It will provide information & facilitate getting subsidies, agricultural loans, agricultural insurance, etc.
Â It is planning to set up an Agri-Mall in the block for smooth running of the business.
Collection & Storage Center

Â A collection centre will be established by the FPO in selected clusters in the block.
Â One storage centre will be established in the FPO premises for cleaning, sorting, grading of the products.
Â The centre will be managed by the local level SHGs/ youth on commission basis for better functioning.
Â In the initial stage, the FPO will take a storage house on rent. The farmers can store their produce in the
storage house when market goes down, and take their produce to the market when the market is higher.
Â The FPO will provide credit facilities to the farmers on their produce stored in the village.
Processing & Value Addition Unit

Â Processing & value addition is the most important part since the price of the product increases when
processed products goes to the market.
Â Keeping this in mind, the FPO is planning to establish a processing & value addition unit for the produce
in the block. The FPO will not start the processing unit in the first 3 years; it plans to think of setting up
processing unit for locally available products like mango, tomato, etc.
Â These processing units may come up in the form of small-scale grading/sorting, packaging units for primary
level of value addition as well as fully mechanized processing units for large scale processing unit.
Â Small-scale units with more manual operations could exist in the form of decentralized processing units
managed by the village level groups.
Other Social Services

Â The FPO will provide other social services like farmers’ training about new practices in the field. It will provide
the services of an Agronomist to increase production and for proper guidance on crop protection.
Â It will introduce the concept of protected cultivation to farmers for increasing productivity in farming i.e.poly
house, shade net house, etc.
Â Soil testing services must be done for the farmers to suggest them about soil production capacity to choose
proper crop for cultivation.
Â The FPO will motivate the farmers to take up organic farming through training & exposur.
Transportation Facility
Â One of the main drawbacks in agriculture is the mode of transportation in the area.
Â The FPO will focus on the nearby market for the business because of the high transportation cost.
Â It will undertake direct marketing initiatives wherein farmers can continue to sell their produce to institutions
like hotels, schools, malls etc.
Â In order to maximize the profits the FPO, it will buy/rent out a four wheeler for better transportation.
121
Marketing Plan
Â The FPO has developed market linkages for input & seeds procurement from various reputed companies
from ------ & ---------.
Â This will help in ensuring timely supply of inputs and seeds of best quality which will further help them have
an advantage over any ssimilarkind of business running in the area.
Â It will also coordinate with various irrigation companies/ agencies (both Government & private sector) for
laying wells / sprinklers etc. in farmers’ fields to facilitatebetter production.
Â It will employ a marketing/ agriculture expert to help the farmers.
Â It will also help farmers sell some products directly to customers.
Â There is a huge potential for fresh vegetables in the area, which can be marketed in the nearby town. The
FPO will undertake promotion for the farmers’ produce through advertising, conducting promotion camps,
direct campaigns, etc.
Â There will be differential pricing mechanisms to attract non-members into taking membership.
Â The FPO will take its products to various trade fairs organized by govt. departments in the town.
122
Session XIV
Developing Demand –
Based Production and Marketing Plans
A marketing plan describes how the product will be sold, how the business will motivate the customer to buy.
The purpose of developing and including the marketing plan in the business plan is twofold:
Â The process of designing a coherent marketing plan, that is an integral part of the overall business plan, will
help the business to test ideas, explore options, and determine effective strategies for success.
Â The result of a well-conceived and coherent marketing plan will convince the business plan reader about
the competence of the business.
Marketing Strategy
The marketing plan is the first step in developing any new strategy. It should be based on a realistic assessment
of the external environment. Marketing strategy largely determines resource needs in other areas. For example,
the strategy to seek a large share of a market will require a significant commitment of resources of various kinds.
How the business chooses to promote and distribute the product will have huge implications on organizational,
production, human resource and financial plans.
Market analysis
The market analysis should cover details about:
a. The overall market
b. Changes in the market
c. Market segments, their attractiveness, profitability
d. Target market and customers
e. Description of customers
f. Competitors – Direct and indirect
123
Assessment of market opportunities and threats/ risks

Following the market analysis, an analysis of the Strengths and Weaknesses (S/W Analysis) of the products to be
handled and FPO as an organization should be carried out. It would focus on the following:
Quality of human
resource in PC and
their experience
Payment terms Pricing
The uniqueness
of the products/ Focus PC’s standing in
services with respect Areas the market
to competitor’s
The Strengths and Weaknesses analysis (S/W Analysis) together with the O/T analysis is called the SWOT Analysis.
The O/T analysis helps to analyse the external business environment, while the S/W analysis focuses on the
internal business environment, i.e., FPO’s product, FPO as an organization, its competencies, risk bearing ability
and policies.
Choosing a Marketing Strategy

After choosing the market segments that the FPO management wishes to target and having carried out the
SWOT analysis, the suitable marketing strategy should be chosen. The choice depends on a variety of factors
including the image that the FPO wants to project about the product and the organization, FPO’s sales objectives
like whether the FPO wants rapid penetration or is content with slow penetration of the market, etc. The FPO may
choose one or more combinations of strategy, but needs to strategically plan a right mix of the 4 Ps (Product, Price,
Place and Promotion – called the Marketing Mix) to develop an appropriate marketing strategy. In the following
sections, some of the tools and methodologies are discussed which could be referred to while developing a
business strategy. These don’t conform to a complete list of strategies, but are certainly the important ones.
Marketing mix - 4P’s

Features
Sales Promotion
Quality
Advertising Branding
Public Relations Packaging
Direct marketing Promotion Product Services
Warranties
Marketing
Channels Mix Price Strategy
Market Coverage Pricing
Assortment Allowances
Place Product
Location Discounts
Inventory
Payment Terms
Transport
124
Positioning Strategy
Once a market has been segmented and a particular segment chosen, the PC has to position the product in that
market segment. This means the PC has to tell the customers about what it is offering and how it is different and
better than the competitors. Positioning is done in three steps:
Identifying
Selecting Signalling the
advantages of the
the right adopted position to
product over the
advantage(s) the market
competitors
Basis of Positioning
It is clear that the same product can then be positioned differently, depending on the specific needs of the
customer. To understand the basis of positioning, let us look at positioning in terms of a FPO’s products - in this
case Agri-clinic services which it intends to provide to the farmers of a given area:
Product Features: Problem diagnosis and solution, low cost solution, on-farm services, continuous follow up
Benefits, problem/solutions or needs

Services provided within 24 hours after registration, expert suggestions, supply of
agro-chemicals which are genuine and at reasonable price,
Specific Usage Occasions User Category Against another services

On-farm services. The The services are ideal for The agri-clinic services are
customer can call the small farmers who have more reliable than the
experts to his/her field to small holdings and cannot Government extension
discuss the problem and invest much on the farming. services
solution
Price and Promotion

Price and level of promotional spending are very important tools in achieving market penetration objectives. For
instance, if the objective is to quickly gain a large market share, the strategy could be a combination of low price
and high decibel promotion, leading to a large volume of sales. The market strategies often have to decide on the
level of quality and price that it can offer to a chosen market segment as compared to competitors.
Based on the strategies chosen, the Marketing Mix (4 Ps of Marketing) could be formulated and the
marketing plan written. It should cover the following:
Target markets Competition Environment
Product /service Price Place
Promotion Targeted sales in the coming year and projections for the next two years
125
A suggested outline is provided here to write the marketing plan
FPO Marketing Plan
This is the marketing plan of “FPO...................................................................... Name”
I. Market Analysis
1. Target Market
i. Who are the customers? Write a brief description of the target customers. (You may write about age, sex,
education occupations, occasions of use, frequency of use, income levels, geographic location, etc.)
ii. Products and Target Customers
Sr. No. Product line Target
II. Competition
i. Who are our competitors?
Name.................................................................................................................................................................................................................................................
Address............................................................................................................................................................................................................................................
Years in business........................................................................................................................................................................................................................
Market share.................................................................................................................................................................................................................................
Price/Strategy..............................................................................................................................................................................................................................
Product/Service..........................................................................................................................................................................................................................
Features...........................................................................................................................................................................................................................................
(Note: write two more competitors using same template)

ii. How competitive is the market?
High...................................................................................................................................................................................................................................................
Medium...........................................................................................................................................................................................................................................
Low.....................................................................................................................................................................................................................................................
iii. List below your strengths and weaknesses compared to your competitor’s (consider such areas as location,
size of resources, reputation, services, personnel, etc.):
Strengths Weaknesses
1............................................................................................. 1........................................................................................................
2............................................................................................. 2........................................................................................................
3............................................................................................. 3........................................................................................................
126
III. Environment
i. The following are some important economic factors that will affect our product or service (such as natural
calamity leading to failure of agriculture),
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
ii. The following are some important legal factors that will affect our market such as APMC imposes levies for
purchase of agri-commodities outside the market yard):
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
iii. The following are some important government factors (such as, Govt. policies banning inter-state transfer of
food commodities, Govt. provides subsidy to procure directly from the farmers etc.):
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
IV. Product or Service Analysis

i. Description
Describe here what the product/service is and what it does:
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
ii. Comparison
What advantages does our product/service have over those of the competitor’s (consider such things as
unique features, expertise, guaranteed services, on-farm services, etc.)?
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
What disadvantages does it have?
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
iii. Some Considerations
Where will you get your materials and supplies?
....................................................................................................................................................................................................................................................
List other considerations:
....................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................
127
V. Marketing Strategies - Market Mix

i. Image
First, what kind of image do we want to have (such as small producers’ organization, quality service,
professional management, low price, convenience)
...................................................................................................................................................................................................................................................
ii. Features
List the features that we will emphasize:
a. ..........................................................................................................................................................................................................................................
a. ..........................................................................................................................................................................................................................................
VI. Pricing
i. We will be using the following pricing strategy:
a. Mark-up on cost: ............................................................................. what % mark up?.............................................................................
b. Competitive:............................................................................................................................................................................................................
c. Below competition:.............................................................................................................................................................................................
d. Other: .........................................................................................................................................................................................................................
i. Are our prices in line with our image?
YES.................................................................................................................NO...................................................................................................................
ii. Do our prices cover costs and leave a margin of profit?
YES.................................................................................................................NO...................................................................................................................
VII. Customer Services

i. List the customer services we provide:
a. ..........................................................................................................................................................................................................................................
b. ..........................................................................................................................................................................................................................................
ii. These are our sales/credit terms:
a. ..........................................................................................................................................................................................................................................
b. ..........................................................................................................................................................................................................................................
iii. The competition offers the following services:
a. ..........................................................................................................................................................................................................................................
b. ..........................................................................................................................................................................................................................................
I Advertising/Promotion
z These are the things we wish to say about the business:
z We will use the following advertising/promotion sources:
128
Session XV
Financial Planning: Breakeven Analysis,

Assessment of Investment and Working
Capital Requirements, Sources of Funds –
Equity Grant, Bank Loans, Credit-Linked
Subsidy And Credit Guarantee
Finance concepts
The last part of the business planning process is the preparation of the financial plan. It is based on the marketing
plan.
Budget preparation
To prepare a good budget, the following three questions should be answered:
Â How much net profit (i.e. sales minus costs) do I want the FPO business to make in the financial year?
Â How much it will cost (both fixed and variable costs) to generate that profit?
Â How much sales revenue is necessary to support both profit and costs?
Based upon the answers of the above three questions, the budget can be prepared.
For any entrepreneur or business, ‘budget’ is the ultimate tool with which to monitor and keep
a control over the business. A budget is a forecast of all cash sources and expenditures. Budgets
help to determine how much money you have, where to use it, and whether you can achieve your
financial targets. It shows the flow of money into, through and out of the business
The three basic elements of a budget are:
Sales revenue Costs Profits
Â Sales revenue: Sales revenues are the key figures in any budget. One has to estimate the sales revenues
that would accrue to the business as accurately as possible. These should be based upon the past sales
records or the industry averages. Once the sales targets have been fixed (as accurately as possible), then the
necessary costs can be estimated which would help in realizing the sales revenues.
Â Costs: Estimating costs in any business is a complicated procedure. Small changes in the assumptions on
which the costs are estimated can render the whole budgeting exercise futile. Costs are of two types – ones
that change with volumes of sales and ones that do not change. These are called variable costs and fixed
costs, respectively.
129
z Variable costs: Variable costs are those that change directly with the sales volumes or with the size of
the business. For example the cost of inventory or raw material is a variable cost. The more you sell, the
more raw material you have to purchase and vice-versa. Suppose you are in the business of aggregating
the agriculture produces and sell it in the bigger market. The more number of farmers you add to
aggregate produce, the more you have to spend on procurement, grading, transportation, etc.
z Fixed costs: Fixed costs are those which remain unaffected by the sales volumes. This means that you
have to incur them, no matter how much is the sales volume. Rent or certain number of staff hired for
the business are good example of fixed costs.
Â Profits: For any business to be viable in the long run, the sales revenues must always be greater than the
costs. This difference in the sales and the costs is called profit.
Simply put, Sales – Costs = Profits or in other words:

Sales = Costs + Profits
This means that one should target the sales to be of such a volume that it covers all the costs and also have
a reasonable amount of profits which is at least equal to the benchmarked Return on Investment.
Working capital
Working capital is the difference between a business’ current assets and its current liabilities. In simple terms,
working capital is the amount of money required by a business to cover its short term liabilities. Working capital
includes:
Marketable Accounts Inventories

securities receivables
Accounts Wages/ salaries Cash

payable & taxes
Â Since any firm or business has about 40% of its capital tied up in current assets, decisions regarding working
capital greatly impact business success.
Â Working capital requirements depend upon the operating cycle of the company’s business.
Operating Cycle
Operating cycle is the length of time required to convert items like raw material (RM), work in progress (WIP),
finished goods (FG) and receivable into cash. If raw material/ agri-produce, etc., are to be held by FPO for a longer
point before actually selling and getting cash then the operating cycle is longer. On the other hand, if the time
gap between procurement and sale is less then, the operating cycle is shorter.
130
Cash
Working Capital
Customers Cycle RM from Supplier
Production
Components of Working Capital

The following components of the day-to-day business operations require liquid fund which form the requirement
of working capital when not met by the current assets:
Â Purchase of agri-inputs to be supplied to its members
Â Purchase of raw materials in case of processing
Â Purchase of agricultural produce in case of simple trading
Â Storage of raw material/ finished goods/ agri-produce
Â Processing (food processing/ seed processing, etc.)
Â Transportation of raw material, agro produce, items for selling, etc.
Â Staff salary, travel, rent, electricity, telephone, Insurance of goods and other administrative expenses which
can be termed as management and administration cost
Methods for assessment of working capital

There are various ways by which the working capital of a FPO can be assessed based on the nature of
business and other related factors. As per the RBI guidelines, banks have been advised to sanction limits after
proper appraisal of the genuine working capital requirements of the borrowers keeping in mind their business
cycle and short term credit requirement. For small units, operating cycle method and turnover method are
used to assess the working capital requirements. FPOs on their part may learn the following simple methods
for estimating their working capital requirements. These methods are used by the financing institutions for
calculating working capital loan:
a. Operating Cycle Method
This method estimates the fund requirement for activities which begins with acquisition of raw materials and
ends with collection of receivables. The stages are:
Raw Work-in- Finished Less:

Receivables
material process Goods Creditors
131
Example
i. Procurement of raw material : 30 days
ii. Conversion/process time : 15 days
iii. Average time of holding of finished goods: 15 days
iv. Average collection period : 30 days
v. Total operating cycle : 90 days
vi. Operating cycle in a year : (360/90) = 4
vii. Total operating expenses per annum : Rs. 60 lacs (say)
viii. Working capital requirement : 60/4= 15 lacs
b. Turnover Method:
The WC requirements may also be worked out on the basis of the Nayak Committee recommendations,
popularly known as Turnover Method. Under this method, the working capital is assessed on the basis of
20% of the projected annual turnover. In such cases the borrower has to bring in minimum of 5% of turnover as
margin. Based on the above, the working capital can be assessed as per following illustration.
Example
Projected sales Rs. 10,00,000/-
Working capital requirements 25% of projected sales i.e Rs. 2,50,000/-
Margin (contribution of owner) 5% of projected sales i.e Rs. 50,000/-
Working capital to be funded by bank Rs. 2,00,000/-
Term loan assessment

A term loan is a loan granted for the purpose of acquisition of capital assets, such as construction of factory
buildings, purchase of machinery, modernisation of plant and is repayable from out of the future earnings of
the enterprise, in phases/ instalments as per a pre-arranged schedule. Term loans are sanctioned for a fixed
term normally for a period of more than 3 years, depending upon the cash flow generation from the business
enterprise and economic life of the assets created. A term loan is only one of the sources to meet the total project
cost. The project cost is assessed on the basis of expenses to be incurred for the following purpose (indicative):
i. Land
ii. Factory building/ shed/ godown/ etc.
iii. Machinery
iv. Furniture and fixtures
v. Technical know-how/ research & development
vi. Pre-operative expenses and contingencies
vii. Margin money for working capital
132
Terms of financing Term Loan: The broad terms of financing Term Loan are as under:
a. Margins and sources of margins
b. Disbursements in phases
c. Security: Primary & collateral and guarantee
d. Rate of interest
e. Commission and other fee
f. Insurance
g. Repayment: Term loan is repayable in instalments (monthly, quarterly, half yearly or yearly or depending on
the harvest seasons, mainly for crops and horticulture schemes), depending upon the activity supported
and the cash flow generation from the project and economic life of the asset created.
h. Types of documents/ agreements
i. Loan agreement
ii. Hypothecation agreement (term loan/ working capital)
iii. Mortgage (equitable / registered)
iv. Demand Promissory Notes (DPN)
v. Deed of guarantee (personal / bank / govt. guarantee)
The following details would also be required to be made available for sanction of loan.
a. Land: The business may be on existing land or on a leased land. Normally banks do not fund the purchase
of land and the cost of land has to be borne by the organization and the amount may be treated as margin
for the project.
b. Factory building/Shed/godowns/etc.: Plan, approved by the appropriate authority, for construction of
the Factory Building/Shed/Godowns / Administrative Building. The estimate for construction of the above
structure shall be from the Chartered Engineer/Architect along with time frame for construction in different
phases. Clearances from different regulators.
c. Machinery: Quotations for purchase of requisite machinery with details of capacity of each of the machinery
(including DG Sets & Electricity Poles & connection charges), the post sales services and the taxes and landing
costs, if any, cost of erection/ grounding the machinery.
d. Furniture: Quotations for purchase of requisite furniture.
e. Technical knowhow / Research & Development: A copy of the Agreements entered into and the total
cost involved shall be provided by the potential Borrower.
Cash Budgeting Method:

Cash budgeting is done for a year, with month to month cash flows being taken up for analysis. Information
required (to be called for from the borrower) is as follows:
1. Balance sheet for the previous financial year (In case of existing FPO)
2. Projected balance sheet for the budget year
3. Projected profit and loss account for the budget year
4. Estimate of monthly sales and purchases
5. Estimate of monthly expenses and incomes other than from purchases and sales
6. Seasonality factors in the business, if any
133
From this information, the cash flow is computed as follows.

A Cash inflow Opening cash/bank balance (+) amount of receivables at the beginning of the month (+)
sales (-) amount of receivables at the close of the month
B Cash Outflow Payments made for raw materials /consumables (opening trade credits (+) purchases (-)
trade credits at the end of the month); payment made to fixed asset suppliers, payment
of interest; Payment of tax; payment towards other expenses such as labour, utilities, etc.;
closing cash balance
A-B Difference Indicate period when the business is short of cash and to what extent it requires funding
Sources of Finance for FPOs

The finance can be arranged from the following sources.
Equity
Buyers’
Grant
Advance
Support
Payment
Suppliers’ Debt
Credit Financing
Own Sources of Govt.

Resources Finance Funding
i. Own Resources: The reserve and surpluses of previous years are the source for personal financing. However,
in case of a new FPOs this opportunity will not exist.
ii. Suppliers’ Credit and Advance Payment from Buyers: Suppliers’ credit can be obtained from credit
companies or from potential buyers and sellers. The producers who sell their products to the FPO, can sell
on credit. FPO can get part payment in advance from prospective buyers. It can get agriculture inputs from
the dealers on the conditions of payment after sales. But this type of finance is often not available for start-up
businesses or new ventures.
iii. Equity: In case of a PC the equity comes from the members and no external financier can participate in the
equity investment.
iv. Grant support: The PC being a smallholders’ organization may seek capital support and other assistance from
the Government under certain government schemes. Two major initiatives to support FPOs are as below.
i. Support for enhancing equity base of FPO by providing matching equity grants
ii. Setting up of a Credit Guarantee Fund to provide guarantee cover to the banks advancing loans to FPOs
without collateral securities
v. Convergence with on-going government schemes: Financial assistance is also available under different
government ongoing schemes viz. Agriculture Infrastructure Fund, National Horticulture Mission, etc.
vi. Donor Agencies: World Bank, bilateral/ multilateral donor agencies and corporate under CSR may be other
134
possible source of funds/grants for FPOs. The FPOs will have to develop a financially viable business plan for
the purpose of securing these funds.
vii. Debt financing: This is the most preferred way of financing a new business. Here, it is a direct obligation
to pay the interest on the money lent by the financier. The biggest advantage is that the financier does not
have control over the business as opposed to equity financing. The important point to be noted in this is
the rate of interest charged. However, it is not easy to raise debt financing for a Farmer Producers’ company
without collateral and margin.
Access of finance from various rural financial institutions

The banks provide short-term loans to meet working capital requirements and medium to long-term loans for
acquisition of capital assets for any business. A composite loan to take care of both short and long-term financial
requirements loan is also sanctioned by the Banks. The finance will depend on the nature and volume of business
which would vary from case to case. The FPOs will have to approach the bank with a financially viable business plan/
Detailed Project Report. The banks will generally require the following information/ data for sanction of loan;
List of documents need to be submitted with project report

a. Detailed Project Report along with application for loan/grant required in Duplicate
b. List of movable/immovable assets of the organisation/promoters
c. List of tangible unencumbered security offered as collaterals. In case of land property, copy of sale deed
along with extract of latest land record
d. Income Tax and Wealth Tax details for last 3 years with copies of Assessment/ Return, if applicable
e. Certificate of reliefs given under statute (IT, Sales Tax, etc.)
f. Copies of sanction letters from other institutions, Government Agencies, Overseas agencies sanctioning
loan, grant or other support services relating to the activity
g. Provisional Registration Certificate from the concerned authority viz., Registrar of companies, Registrar of
Cooperative Societies, District Industries Centre, etc.
h. Certificate of Incorporation from competent legal authority. In case of corporates, certificate of
commencement of business issued by Registrar of Companies
i. Memorandum & Articles of Association/ Bye laws of Society
j. Permission/license from Competent Authority (for textile, foods & drugs, forest, etc.)
k. Certified copy of sale deed along with extract of latest land record in respect of land. (The land should be in
the name of company/ society whichever applicable) OR if rented premises, rent agreement for a minimum
of eight years or covering the entire loan period
l. Three quotations in respect of each item of plant and machinery and raw material, proposed to be purchased
m. Import, Export Licenses
n. Details of power requirement and tie-up with State Electricity Board
o. Permission from Water & Pollution Control Board
p. Approved Building plan from Competent Authority with cost estimates from the Architect
q. KYC of all directors
r. PAN card
135
s. CIBIL for all the directors

t. Company’s Bank statement of 6 months
u. Three years audited balance sheet
v. IT return of previous year
w. Sales and purchases record as per GST
Other options for availing credit facility

A newly formed FPO does not have enough share capital, reserves and credentials for doing successful business,
therefore mobilizing funds from banks is difficult in the initial phase. With all the costs included, the FPO may face
a huge financial burden from the beginning and the idea of setting up FPO may not even take off. To overcome
the problem, FPOs may adopt the following business model in the initial years before they generate reserves and
establish credentials.
a. Choose activities which require very less capital or no capital and which are risk free in the initial years.
b. Take dealership of seeds and fertilizers from the companies and work as commission agents. POs can earn
good margin and build a business relationship with those companies which results in getting credit limit in
the subsequent years.
c. Dealership from various companies for various agriculture implements like water pump sets, mechanized
plough, etc., which they can sell to their members at a reasonable price and earn commission.
d. Procurement of agriculture produce - FPOs identify the prospective buyers and arrange buy-back guarantee
sfrom them. Agreements can be framed in such a manner that sales can be arranged at the farm gate level,
and therefore no transportation and storage cost would be involved at the FPO level. The FPO should ensure
a transparent transaction between the buyers and sellers (members and non-members both) to build on
relationships which can facilitate them in credit facilities.
e. Pledge financing through Warehouse Receipts is another option available for FPOs.
The successful demonstration of such business would build their credentials among the members and other
stakeholders. Further, demonstration of fair trade practices is very important for the PO. These small activities give
POs the opportunity to demonstrate such practices. Both the members and the trade and industry with whom
PO does the business appreciate such fair practices and it builds reputation for the PO.
Networking and convergence plan

During the last couple of years, there has been a growing interest to promote FPOs. Several initiatives have been
taken by the governments, developmental financial institutions such as NABARD, SFAC, bilateral and multilateral
agencies, private organisations, financial institutions and others to support the growth of the FPOs and facilitate
their emergence as successful business enterprises. NABARD has been financing FPOs since 2011 under the
Producer Organisation Development Fund (PODF).
Prior to the setting up of PODF, NABARD funded producer collectives under the Umbrella Programme
for Natural Resource Management (UPNRM), bilaterally supported by the Deutsche Gesellschaftfür
Internationale Zusammenarbeit (GIZ) GmbH and KfW. World Bank and Asian Development Bank (ADB) are
also supporting different state governments to promote FPOs. The other agencies in this space are Rabo Bank
Foundation, Sir Ratan Tata Trust, and many others. SFAC has been mandated by the government to support
136
the formation of FPOs. SFAC’s initiative was started in 2011-12 under two Central Government Schemes
(CGS) viz. The National Vegetable Initiative for Urban Clusters (NVIUC) and The Integrated Development of
600,000 pulses villages in rain fed areas. The set of schemes have since expanded their scope and include
special FPO projects being taken up by some State Governments under the Rashtriya Krishi Vikas Yojana
(RKVY) funds and the National Demonstration Projects under the National Food Security Mission (NFSM).
Other schemes initiated in this direction are the Equity Grant and Credit Guarantee Fund Scheme and Venture
Capital Assistance Scheme.
Under the mandate of GoI, promotion and strengthening of FPOs has been one of the key strategies to achieve
inclusive agricultural growth. With large-scale promotion of FPOs, the GoI has initiated the following:
Â Policies to create an enabling ecosystem to strengthen the FPOs: The Union budget of 2019-20, the
Government of India has declared its intention to promote 10,000 FPOs in the next 5 years and the CSS on
Formation & Promotion has been launched in June 2020.
Â NABARD launched its Rs. 2,000 crore Food Processing Fund in November 2014 where FPOs can participate
Â SFAC launched the Equity Grant and Credit Guarantee Fund Scheme (EGCGFS) for FPOs enabling the FPOs
to access a grant up to Rs.15.00 lakh to double members’equity and seek collateral-free loan up to Rs. 1.00
crore from banks, which in turn can seek 85% cover from the Credit Guarantee Fund (CGF) (now merged
with 10000 FPO scheme)
Â SFAC has been designated as a central procurement agency to undertake price support operations
under the Minimum Support Price (MSP) programmes for pulses and oil seeds and it will operate only
through FPOs at the farm gate.
Â All major centrally sponsored schemes of the Department of Agriculture and Cooperation (DAC) have
incorporated special provisions for promotion and development of FPOs
Â Many state governments have come up with their own schemes and policies to support formation and
nurturing of FPOs in their state.
Â Many donor organisations are focusing on the formation and strengthening of Producer Company (PC) as a
key element of their development strategies.
Breakeven analysis
The most commonly used budgeting statement is the ‘Breakeven Analysis’. In simple terms, this means
arriving at a sales or turnover figure which will break even all the costs incurred in the business. This volume
of sales is called the break-even sales or the breakeven point. The fixed costs that must be recovered from the
sales revenues after the deduction of variable costs determine the sales volume required to break even. This also
means that any amount of sales after this would result in profits for the business. At breakeven point, the total
variable costs plus the fixed costs is equal to the total sales revenue. This can be expressed as:
F + V (X) = P(X)
Where, F = Fixed costs,
V = Variable costs/ unit
X = Volume of output (in units)
P = Price per unit
137
Break Even Analysis
Total revenue
40 Total costs
Break even point
Variable cost
Break even volume
20
Fixed costs
0 Units solid
3 6
Let us take a simple example to illustrate the above concepts.

A FPO wants to sell agriculture produce (gram). The purchase price of gram from the farmers is
Rs. 3000/- per quintal. Its overall fixed costs per annum is Rs. 1,00,000/- (which includes rentals,
salaries, communication, promotion, etc.). Additional variable cost per quintal of produce works
out to Rs. 250/- per quintal (which including transportation, waste, insurance, etc.). The sale price
of gram in open market is Rs. 3,600/Qtl. How much volume of business the FPO is required to do
to break even?
What would be the breakeven sales for FPO?

Assuming that the breakeven sales is Vb, the breakeven sales for FPO would be:
3600 x Vb – 100000 – (3000+250) x Vb = 0
350 Vb = 100000
Vb = 285.714
This means that FPO will have to sell more than 286 quintals of gram in one
year to break even.
Now if the FPO also wants to recover the depreciation cost of its machinery (grading plant,
generators, etc.) which works out to Rs. 10,000 per month and targets a profit of Rs. 140,000/-during
the year, then what quantity of gram he should sell?
Total sales – Total costs = (Rs.10,000 x 12) + Rs.140,000 =Rs 2,60,000
Applying the same formula:
3600 x Vb – 100000 – (3000+250) x Vb = 2,60,000
350 x Vb = 3,60,000
Vb = 1028.57
138
This indicates that in order to earn a profit and depreciation cost, the FPO has to sell more than 1029 quintals of
gram during the year provided the assumption undertaken holds true during the entire year.
Preparation of Operational Plan

In operational planning, we are allotting our resources to our activities.
Â Time
Â Personnel
Â Materials / Equipment
Â Finance / Money
The purpose of Operational Planning
Â Facilitating managerial control
Â Mobilising resources (funds, personnel, equipment)
Â Relating actions to items to funds
Â Creating correct (realistic) expectations (internally and externally)
Â Planning logistics (incl. manpower planning)
Â Phasing (sequencing activities with regard to time and principles of logical order and feasibility)
Â Establishing priorities (operationalising the interrelations of activities and sub-activities)
Â Coordinating (internally and externally)
Â Clarifying responsibilities and organising delegation
Â Predicting cash flows (liquidity)
Â Preparing a basis for monitoring activities and outputs
Preparation of an Activity schedule
STEP 1 : List Main Activities
STEP 2 : Break Activities Down into Manageable Tasks (‘Sub-Activities’)
STEP 3 : Clarify Sequence and Dependencies
STEP 4 : Define the Indicators and Sources of Verification
STEP 5 : Define Time: Estimate Start-up, Duration and Completion of Activity
STEP 6 : Define Milestones (for Monitoring)
STEP 7 : Define Responsibilities – Allocate Tasks among Team
STEP 8 : Define Manpower Needs / Expertise
139
STEP 9 : Define Material and Equipment Needs
STEP 10 : Define Costs
STEP 11 : Define Assumptions (‘Risk Factors’)
Various permissions and licenses required for business operations
Food Safety and Standards Authority of India (FSSAI)

The Food Safety and Standards Authority of India (FSSAI) has been established under Food Safety and Standards
Act, 2006 which consolidates various acts & orders that have hitherto handled food related issues in various
Ministries and Departments. FSSAI has been created for laying down science based standards for articles of
food and to regulate their manufacture, storage, distribution, sale and import to ensure availability of safe and
wholesome food for human consumption.
The details of regulations may be accessed from their website www.fssai.gov.in Some of these regulations are
listed below:
a. FSS (Licensing and Registration of Food Business) Regulation, 2011
b. FSS (Packaging and Labelling) Regulation, 2011
c. FSS (Food Product Standards and Food Additives) Regulation, 2011
d. FSS (Contaminants, Toxins and Residues) Regulation, 2011
e. FSS (Prohibition and Restriction on Sales) Regulation, 2011
AGMARK: AGMARK is a certification mark employed on agricultural products in India, assuring that they conform
to a set of standards approved by the Directorate of Marketing and Inspection, an agency of the Government of
India. The present AGMARK standards cover quality guidelines for 205 different commodities spanning a variety
of Pulses, Cereals, Essential Oils, Vegetable Oils, Fruits & Vegetables, and semi-processed products like Vermicelli.
Organic Certification: India Organic is a certification mark for organically produced food products manufactured
in India. The certification mark certifies that an organic food product conforms to the National Standards for
Organic Products established in 2000.
a. Those standards ensure that the product or the raw materials used in the product were grown through
organic farming, without the use of chemical fertilizers, pesticides, or induced hormones. The certification is
issued by testing centres accredited by the Agricultural and Processed Food Products Export Development
Authority (APEDA) under the National Program for Organic Production of the Government of India.
b. Even though the standards have been in effect since 2000, the certification scheme and hence the
certification mark came into existence in 2002.
Food Safety and Standards (Packaging and Labelling) Act of 2006: Packaged food products sold in India
are required to be labelled with a mandatory mark in order to be distinguished between vegetarian and non-
vegetarian. The symbol is in effect following the Food Safety and Standards (Packaging And Labelling) Act of
2006, and got a mandatory status after the framing of the respective regulations (Food Safety and Standards
(Packaging and Labelling) Regulation in 2011. According to the law, vegetarian food should be identified by a
green symbol and non-vegetarian food with a brown symbol.
140
Bureau of Indian Standards: The Bureau of Indian Standards, empowered through an Act of the Indian
Parliament, known as the Bureau of Indian Standards Act, 1986, operates a product certification scheme by which
it grants licences to manufacturers covering practically every industrial discipline from Agriculture to Textiles to
Electronics. The certification allows the licensees to use the popular ISI Mark, which has become synonymous
with Quality products for the Indian and neighbouring markets over the last more than 55 years. The Bureau’s
predecessor, the Indian Standards Institution began operating the product certification Scheme in 1955.
Hazard Analysis and Critical Control Point (HACCP): Hazard Analysis and Critical Control Point (HACCP)
is a process control system designed to identify and prevent microbial and other hazards in food production.
It includes steps designed to prevent problems before they occur and to correct deviations as soon as they
are detected. Such preventive control systems with documentation and verification are widely recognized by
scientific authorities and international organizations as the most effective approach available for producing safe
food.
141
Session XVI
Way Forward for

Building Sustainable and Vibrant FPOs
Â Production-end solutions instead of market solutions alone should be considered as a foundation stone of
the FPOs. Hence, value chain-based analytical models need to be adopted to increase overall efficiency and
effectiveness of the entire chain.
Â Business models for aggregation of inputs, collective marketing, primary & secondary processing and
trading businesses should be undertaken in a phased manner considering aspects like available resources,
infrastructure support systems, services and acquired capabilities/skills with the progress of FPOs.
Â FPOs are community-based organisations incorporated for the common benefit of their members.
Considering the basic feature of the cooperative structure, the proposed institution needs to be designed,
shared and enforced from the beginning for active involvement of all members and building ownership of
the FPOs by the farmer members.
Â No single business model would be universally applicable to all FPOs. Every identified cluster is different
as per the socio-economic-geographical-agriculture background and the subsequent needs should be
identified based on human capital and aspirations. Therefore, cluster-based needs and prevailing value
chains need to be considered while undertaking the promotion and nurturing of any particular FPO.
Â The identification of economic activities, products and services should be based on market demand,
scalability and enabling environment in the region.
Â Faith and ownership by communities is critical to the strength of any institution. A community-based
organisation or a CBBO in which community has resided their faith is an enabler for nurturing and
handholding support to FPOs during their establishment and maturation phase.
Â Formation of FPOs should be aimed at ownership of the FPO by the community. This may not necessarily
mean management of the FPO by the community, since running an FPO requires technical and professional
management skills that may not be available within capacities of the local community.
Â Continuous skill building, training and learning are the key parameters for making good entrepreneurs.
Â Convergence with the state schemes, centrally sponsored schemes, and networking with corporates along
with creation of an FPO grid would pave the way for business offtake and minimising market & operation risks.
Â Continuous monitoring & evaluation of business performance is a prerequisite for effectiveness, efficiency
and financial sustainability of the FPOs
Â To overcome the fixed and operating costs of the FPO during the lean period of agricultural operation,
trading the agricultural produce/product should be considered while formulating business models and
marketing plans.
142
References
i. Building Operationally Sustainable Farmer Producer Organisations – Practitioners’ Guide for Business
Development Planning in FPOs by National Institute of Rural Development & Panchayati Raj
ii. Capacity Building of Board of Directors of Farmer Producer Organisations (FPOs) – A Trainers’ Guide by GIZ &
Skill Green Global
iii. Compilation of Schemes & Policy Initiatives for supporting Farmer Producer Organisations (FPOs) by GIZ,
NABARD, BIRD & KFW
iv. Farmers Producer Organisations - Frequently Asked Questions (FAQs) by NABARD
v. Guidebook on Legal Compliances by GIZ, NABARD, BIRD & Government of Karnataka
vi. Guidebook on Lending to Farmer Producer Organisation by GIZ, NABARD & BIRD
vii. Guidebook on Input Business Planning & Management Legal Compliances by GIZ, NABARD, BIRD & Government
of Karnataka
viii. Guidebook on Marketing by GIZ, NABARD, BIRD & Government of Karnataka
ix. Guidebook on Strengthening Farmer Interest Groups by GIZ, NABARD, BIRD & Government of Karnataka
x. Implementing community enterprise system for sustainability of agricultural communities - A manual by
Amar KJR Nayak, XIMB, Bhubaneswar
xi. Jagriti - Farmer Producers Organisation – Introduction & Rationale by Mahila Abhivruddhi Society (APMAS)
xii. Management Audit for Farmer Producer Companies by Tamil Nadu Consortium of Farmer Producer Company Ltd.
xiii. Manual on Intrapreneurship and Management for Farmer Producer Companies by Maharastra Agricultural
Competitiveness Project (MACP)
xiv. Ministry of Agriculture and Farmers Welfare, GoI National Policy Guidelines 2013
xv. Parikalpana – Institutional Structure & Design of Farmer Producers Organisation by Mahila Abhivruddhi
Society (APMAS)
xvi. Prerana – Governance in Farmer Producers Organisation by Mahila Abhivruddhi Society (APMAS)
xvii. Resource Book on Formation & Functioning of Farmer Producer Companies by Action for Social Advancement
(ASA), Bhopal
xviii. Step by Step guide to business planning by Farmer Producer Organisation, BIRD, Lucknow
xix. Vinimaya – Membership in Farmer Producers Organisation by Mahila Abhivruddhi Society (APMAS)
143
Bankers Institute of Rural Development (BIRD),
Lucknow is an autonomous institute promoted by
National Bank for Agriculture and Rural
Development, the Development Bank of the
country. It is a premier institute for providing
training research and consultancy services in the
field of agriculture and rural development banking
in India and abroad. The Institute was established in
1983, for addressing the capacity building needs of
stakeholders. BIRD, Lucknow is an ISO 9001: 2015
certified training Institute.
Clients
All Banks, Government agencies, MFIs, NBFCs,
Financial Sector, NGOS and Civil Societies.
Coverage (Training, Consultancy,

Research)
Project Lending-Agriculture and MSME, Climate Finance, Rural Banking, Farmer Producer Organization, Micro
Finance, Human Resource, Financial Inclusion, Training of Trainers, Executive Development, Management
Development Programme, IT based Banking, Green Finance, Responsible CSR, Group approach to Development,
Women Empowerment, Organizational Development, Investment & Treasury Management, Risk Management.
Faculty
Faculty are drawn from NABARD, banks and scholars of respective fields and have pan-India level field experience.
The faculty have specialization in Banking Finance, Financial Inclusion, Agriculture & Allied sector, Fisheries, Forestry
and Human Resources, etc.
Infrastructure
43 acre green campus has world class infrastructure in terms of class rooms, simulation and AV Rooms, Board Room,
Conference Hall, Auditorium, Library, Gym, Air-conditioned Hostel Rooms, Local and International cuisine.

Reading Material CBBOs

Uploaded by

Copyright:

Available Formats

Reading Material CBBOs

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Reading Material CBBOs

Uploaded by

Copyright:

Available Formats

BANKERS INSTITUTE OF RURAL DEVELOPMENT, LUCKNOW

(Designated Nodal Training Institution at Central Level by GoI under the

Session I Overview of Indian Agriculture – From Food Security to a Farmer-centric Approach...... 1

Session II Making Smallholder Farming Viable in India - Concept of Aggregation and

Session V-VI Scoping of Potential Opportunities – Cluster Identification, Baseline Survey,

Session IX Governance & Compliance Aspects in FPOs – Role & Responsibilities of

Session XI-XII Identification of Business Opportunities for FPOs –

Session XIII Formulating a Perspective Business Plan for FPOs...................................................................... 106

Session XIV Developing Demand-based Production and Marketing Plans............................................... 123

Session XV Financial Planning: Breakeven analysis, Assessment of Investment and Working

Overview of Indian Agriculture –

A. Status of Land Use in India

Table 1: Land by Use in India

(Area in Million Hectares)

(Source : Agricultural Statistics at a Glance, 2019)

i. Important facts emerging from the table above:

B. Agriculture – Historical Perspective

Minimum Suport Price (MSP)

Year Rice Wheat Coarse Total Pulses Total Food

% increase in Production 465% 1472% 179% 517% 179% 461%

% increase in Area 42% 197% -42% 25% 52% 27%

% increase in Productivity 297% 430% 378% 395% 83% 341%

Figure 1: Production of food grains (1950-51 to 2018-19)

Production (Million Tonnes)

Rice Wheat Coarse Cereals Total Cereals Pulses Total Foodgrains

Figure 2: Area under food grains (1950-51 to 2018-19)

Area (Million Hectares)

Rice Wheat Coarse Cereals Total Cereals Pulses Total Foodgrains

Figure 3: Year-wise comparison of food grain & horticulture production

Horticulture Production (million tonnes) Food Grain Production (million tonnes)

i. A few emerging facts from Livestock Census (2019)

Trends in Pan-India Production – Allied Sector

Milk (million tonnes) Eggs (Billions)

53.90 48.10 43.60 43.50 41.50 40.40

1990-91 2014-15 2015-16 2016-17 2017-18 2018-19

(Source: Livestock census (2019), DAHD, GoI)

Table 3: India’s Position in World Agriculture

Category Largest Producer 2nd Largest Producer 3rd Largest Producer

Fruits Banana, Mango, Guava, Papaya Oranges

Dairy Buffalo Milk, Goat Milk -- --

Spices Chili pepper, ginger Garlic Nutmeg, Cardamoms

Fibres Jute Cotton, Silk

Others -- Cashew, Tea Eggs

(Source: FAOSTAT-2018, FAO)

Figure 7: Agriculture Exports in Value Terms

Agriculture Exports - Value terms (lakh crore)

(Source: Agricultural Statistics at a Glance, 2019)

The share of different agri-commodities in exports are is presented in Figures 8 & 9.

Figure 8: Agriculture Exports in Quantitative Terms (2018-19)

Rice - Other Oil meals Rice-Basmati Sugar Fresh Marine Others

Figure 9: Agriculture Exports in Value Terms (2018-19)

Role of Agriculture & Allied Sector in Indian Economy

Gross Value Added (GVA)

Performance of Different Sectors in India

Table 4: GVA by Economic Activity at Constant (2011-12) basic prices

Sectors 2005-06 2010-11 2015-16 2016-17 2017-18 2018-19

Agri (Crops) 7.97 9.16 9.69 10.20 10.65 10.54

Agri Allied (Livestock) 2.24 3.04 4.20 4.62 4.96 5.36

Mining & Quarrying 2.46 3.17 3.18 3.49 3.66 3.45

Total - Primary Sector 14.55 17.28 19.34 20.75 21.95 22.17