Change Agent Venture Fund - PowerPoint PPT Presentation


Title: Change Agent Venture Fund


1
Inclusive Capitalism Community Owned Companies
2
  • Fabindia Overseas Private Limited
  • Established in1960 as an export house
  • Linking traditional, craft-based rural producers
    to modern urban markets and consumers
  • Indias largest private retail platform for
    products that derive from traditional techniques,
    skills and processes
  • Twin Mandate
  • A viable, profitable retail platform for
    products created using craft skills and processes
  • The creation of skilled, craft-based sustainable
    jobs in the rural sector

3
Snapshot Fabindia Market Product Profile
  • Market Distribution
  • 97 stores across 42 cities
  • 6 stores abroad and a growing presence in the
    Middle East
  • B2C online Exports to 34 countries
  • Product Range
  • Garments
  • Indian and western styles for men, women,
    children and infants
  • Home
  • Home linen - bed, bath and table gift items,
    floor covering, lighting
  • Furniture
  • Contemporary wood furniture for homes and offices
  • Personal Care
  • Soaps, face, skin and hair care products using
    authentic natural ingredients
  • Organic Foods
  • Organic and natural agri-products grown without
    chemicals or pesticides, and processed foods
  • Jewellery
  • Showcasing craft repository of skill and
    technique

4
VISION
  • Create a pathway for the growth of Indian textile
    and non textile craft products in the
    international and domestic market
  • Focus on indigenous and inherent skills
  • Reach out to 100,000 artisans in rural India to
    provide an opportunity for inclusive growth

5
HOW?
  • By creating
  • a relevant intermediary organization
  • with defined responsibilities which will support
    the vision.

6
HENCE
  • Establishing of a joint investment fund
    Fabindias subsidiary Artisans Micro Finance Pvt
    Ltd (AMFPL), as an NBFC
  • Facilitating the setting up of the Community
    owned Companies (CoCs) as first Private, and then
    Public Limited Companies 17 COCs are fully
    operational

7
  • Corporatising the Supply Chain
  • Goal to create 100,000 sustainable rural jobs
    across India
  • Enabling access to working capital the main
    hurdle to capacity building
  • Closer to sourcing shortening the supply chain,
    better quality and pricing
  • Direct interface with artisans

8
AMFPL Strengths
  • Highly qualified, experienced and dedicated Board
  • Captive access to the market via Fabindia
  • Access to working capital and term loan funding
    via tie up with Banks

9
AMFPL Structure
Fabindia Overseas (99 equity)
Working Directors (1 equity)
Artisans Micro Finance Private Limited- NBFC
Working Directors
Fabindia Rep. MD
Independent Directors
Maximum AMFPL Equity in COC 49 . Minimum equity
26
COC
COC
COC
COC
COC
COC
10
  • Role of AMFPL
  • Survey and Feasibility Study of Craft Clusters
  • Setting up a COC
  • Selecting and Training Management Team
  • Establishing Standard Operating Procedures
  • Assisting to establish quality standards
  • Financial and Business Planning
  • Provide access to funding from banks
  • Vetting and processing loan applications
  • Monitoring loan disbursal
  • Ensuring repayment of principal and interest

11
Role of AMFPL
  • Raising equity
  • Commitment to a minimum 26 equity in all COCs.
  • Raising balance equity for the COCs
  • Artisan shareholding
  • External Investor
  • Providing access to market through Fabindia
  • Co-ordinate technology and design inputs, and
    product development
  • Constant monitoring of operations and
    profitability of CoCs
  • Wealth creation for share-holders

12
  • Community owned Companies (CoC)
  • Empowering the Supply Chain
  • Strengthening supply capabilities where the goods
    are produced
  • Implementing common systems for stocking,
    production and delivery
  • Ensuring that the profits of the CoC are ploughed
    back into the business
  • Allowing artisans to avail facilities set up with
    common investment for processes that improve
    quality and add value
  • Facilitating the training of artisans
  • Enabling the purchase of materials in bulk so as
    to get the best price

13
Community owned Companies (CoC) - Shareholding
Pattern
14
COCs Incorporated under The Companies Act, 1956
  • COC Board Structure
  • Artisan Director
  • Key staff members of the COC who are working
    Directors
  • Independent directors
  • AMFPL representative

15
COC Management Team
  • Levels of COC dependant on turnover value
  • Key Positions in COC vary from 1 3
  • Secondary Positions vary from 2 6
  • Flexibility in appointment of management team
    basis relative strengths weaknesses

16
COC Management Team responsibilities
  • Operational profitability of the company
  • Meeting sales and profit targets
  • Product Development
  • Maintaining adequate stocks to meet orders
  • Order Fulfillment within timelines
  • Managing supplier relationships
  • Generate artisan shareholding
  • Conducting Board Meetings AGMs

17
COC - creation benefits
  • Pooling of artisans resources
  • Resulting in economies of scale
  • Access to technology and facilities
  • Revival of dying crafts
  • Improvement in quality
  • Access to design inputs
  • Possibility of Indian craft being competitive in
    the global market

18
COCs - as Private / Public Ltd. Companies
  • Creation of first time artisan ownership in a
    company with control over their business
  • Wealth creation in the form of increased value
    investments in COCs
  • Increased employment opportunities in rural India

19
COCs as Private / Public Ltd. Companies
  • Artisans participate in decision making of the
    company
  • Receive dividends
  • Share trading window permits easy entry and
    withdrawal

20
  • The Fabindia Supply Chain As it Evolved
  • Move from centralised model to regional supplier
    companies
  • Long-standing, personalised relationships with
    suppliers that go back a generation
  • Consistent growth of artisan suppliers linked
    exclusively to Fabindia
  • Complete geographic coverage of crafts and supply
    chain through the 17 COCs

21
The Supply Chain Structure
Fabindia Stores
22
Community Owned Companies a Snapshot
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Title:

Change Agent Venture Fund

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97 stores across 42 cities. 6 stores abroad and a growing presence in the Middle East. B2C online & Exports to 34 countries. Product Range: Garments ... – PowerPoint PPT presentation

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Transcript and Presenter's Notes

Title: Change Agent Venture Fund


1
Inclusive Capitalism Community Owned Companies
2
  • Fabindia Overseas Private Limited
  • Established in1960 as an export house
  • Linking traditional, craft-based rural producers
    to modern urban markets and consumers
  • Indias largest private retail platform for
    products that derive from traditional techniques,
    skills and processes
  • Twin Mandate
  • A viable, profitable retail platform for
    products created using craft skills and processes
  • The creation of skilled, craft-based sustainable
    jobs in the rural sector

3
Snapshot Fabindia Market Product Profile
  • Market Distribution
  • 97 stores across 42 cities
  • 6 stores abroad and a growing presence in the
    Middle East
  • B2C online Exports to 34 countries
  • Product Range
  • Garments
  • Indian and western styles for men, women,
    children and infants
  • Home
  • Home linen - bed, bath and table gift items,
    floor covering, lighting
  • Furniture
  • Contemporary wood furniture for homes and offices
  • Personal Care
  • Soaps, face, skin and hair care products using
    authentic natural ingredients
  • Organic Foods
  • Organic and natural agri-products grown without
    chemicals or pesticides, and processed foods
  • Jewellery
  • Showcasing craft repository of skill and
    technique

4
VISION
  • Create a pathway for the growth of Indian textile
    and non textile craft products in the
    international and domestic market
  • Focus on indigenous and inherent skills
  • Reach out to 100,000 artisans in rural India to
    provide an opportunity for inclusive growth

5
HOW?
  • By creating
  • a relevant intermediary organization
  • with defined responsibilities which will support
    the vision.

6
HENCE
  • Establishing of a joint investment fund
    Fabindias subsidiary Artisans Micro Finance Pvt
    Ltd (AMFPL), as an NBFC
  • Facilitating the setting up of the Community
    owned Companies (CoCs) as first Private, and then
    Public Limited Companies 17 COCs are fully
    operational

7
  • Corporatising the Supply Chain
  • Goal to create 100,000 sustainable rural jobs
    across India
  • Enabling access to working capital the main
    hurdle to capacity building
  • Closer to sourcing shortening the supply chain,
    better quality and pricing
  • Direct interface with artisans

8
AMFPL Strengths
  • Highly qualified, experienced and dedicated Board
  • Captive access to the market via Fabindia
  • Access to working capital and term loan funding
    via tie up with Banks

9
AMFPL Structure
Fabindia Overseas (99 equity)
Working Directors (1 equity)
Artisans Micro Finance Private Limited- NBFC
Working Directors
Fabindia Rep. MD
Independent Directors
Maximum AMFPL Equity in COC 49 . Minimum equity
26
COC
COC
COC
COC
COC
COC
10
  • Role of AMFPL
  • Survey and Feasibility Study of Craft Clusters
  • Setting up a COC
  • Selecting and Training Management Team
  • Establishing Standard Operating Procedures
  • Assisting to establish quality standards
  • Financial and Business Planning
  • Provide access to funding from banks
  • Vetting and processing loan applications
  • Monitoring loan disbursal
  • Ensuring repayment of principal and interest

11
Role of AMFPL
  • Raising equity
  • Commitment to a minimum 26 equity in all COCs.
  • Raising balance equity for the COCs
  • Artisan shareholding
  • External Investor
  • Providing access to market through Fabindia
  • Co-ordinate technology and design inputs, and
    product development
  • Constant monitoring of operations and
    profitability of CoCs
  • Wealth creation for share-holders

12
  • Community owned Companies (CoC)
  • Empowering the Supply Chain
  • Strengthening supply capabilities where the goods
    are produced
  • Implementing common systems for stocking,
    production and delivery
  • Ensuring that the profits of the CoC are ploughed
    back into the business
  • Allowing artisans to avail facilities set up with
    common investment for processes that improve
    quality and add value
  • Facilitating the training of artisans
  • Enabling the purchase of materials in bulk so as
    to get the best price

13
Community owned Companies (CoC) - Shareholding
Pattern
14
COCs Incorporated under The Companies Act, 1956
  • COC Board Structure
  • Artisan Director
  • Key staff members of the COC who are working
    Directors
  • Independent directors
  • AMFPL representative

15
COC Management Team
  • Levels of COC dependant on turnover value
  • Key Positions in COC vary from 1 3
  • Secondary Positions vary from 2 6
  • Flexibility in appointment of management team
    basis relative strengths weaknesses

16
COC Management Team responsibilities
  • Operational profitability of the company
  • Meeting sales and profit targets
  • Product Development
  • Maintaining adequate stocks to meet orders
  • Order Fulfillment within timelines
  • Managing supplier relationships
  • Generate artisan shareholding
  • Conducting Board Meetings AGMs

17
COC - creation benefits
  • Pooling of artisans resources
  • Resulting in economies of scale
  • Access to technology and facilities
  • Revival of dying crafts
  • Improvement in quality
  • Access to design inputs
  • Possibility of Indian craft being competitive in
    the global market

18
COCs - as Private / Public Ltd. Companies
  • Creation of first time artisan ownership in a
    company with control over their business
  • Wealth creation in the form of increased value
    investments in COCs
  • Increased employment opportunities in rural India

19
COCs as Private / Public Ltd. Companies
  • Artisans participate in decision making of the
    company
  • Receive dividends
  • Share trading window permits easy entry and
    withdrawal

20
  • The Fabindia Supply Chain As it Evolved
  • Move from centralised model to regional supplier
    companies
  • Long-standing, personalised relationships with
    suppliers that go back a generation
  • Consistent growth of artisan suppliers linked
    exclusively to Fabindia
  • Complete geographic coverage of crafts and supply
    chain through the 17 COCs

21
The Supply Chain Structure
Fabindia Stores
22
Community Owned Companies a Snapshot
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