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Posts Tagged ‘Asia & Pacific’
Turning Agricultural Waste into Bioenergy in China: New GIM Case Study Released

About the author

Charlie Dou is an adjunct Professor and Research Associate, Alternative Energy Institute, West Texas A&M University, USA; CEO, Beijing Bergey Windpower Co. Ltd., served as International advisor for UNDP/GEF on renewable energy project in China, key Expert for EU, Consultant for the World Bank/GEF, etc. He is directly involved in many research and international projects sponsored by UNDP/GEF, the World Bank, China central government, and has published and/or edited 14 books and more than 40 papers/presentations, including “China Village Power Project development Guidebook” and the series books of “Capacity Building Strategy for the Rapid Commercialization of Renewable Energy in China” for UNDP. He received his Master’s Degree in Engineering Technology in the US, and Master’s Degree in Electric Engineering in China, and once worked on his doctoral degree on Industrial Engineering at Texas Tech University.

About the case study

Agricultural waste was previously just waste, burned outside in winter. It needs a lot of labour to handle and also produces severe environmental problems. This successful business converts agricultural waste into a valuable product. Beijing Shengchang Bioenergy S&T Co., Ltd. (SBST) is a bioenergy manufacturer located in Beijing, China, that turns agricultural waste into bioenergy, while simultaneously benefiting the local farmers. The company engages in bioenergy production, controlling the process from raw material access to final products and application. There are two production and value chains: one is collecting and purchasing bio wastes from farmers, then producing Biomass Pellet Fuel (BPF) and selling it to the users for cooking and heating; the other one is developing and manufacturing pellet boilers and stoves, then selling them to farmers and industrial users. Local farmers benefit by earning extra income through selling agricultural waste to the company and also by reducing their fuel expenses if they switch from their traditional burners to biofuel burners.

The business has made great impact on the economy, society and the environment. It promotes rural development, thus meeting the goals of the Government of China. Through purchasing agricultural waste (AW) from farmers and promoting biofuel burners, so far it has benefited at least 30,000 households. Families who sell AW to the company can gain an extra CNY 2,400 (US$353) per year, while those families who are using biofuel burners can reduce their fuel expense by CNY 600 (US$88) per year. Meanwhile, the burners reduce coal consumption and greenhouse gas (GHG) emissions. If the government could develop policies to treat the bioenergy industry in the same way as other renewable energy sources in China, the business could be scaled up quickly and have a greater impact.

To download the Beijing Shengchang case study from the GIM database, please click here.

 
GIM Releases New Case Study on Low-Cost Irrigation Systems in Rural Nepal

About the author

Sourav Mukherji is Associate Professor of Organization and Strategy at the Indian Institute of Management, Bangalore. An engineer from IIT Kharagpur, Sourav obtained his doctorate from the Indian Institute of Management, Bangalore. His major research interests are strategic and structural challenges faced by Indian firms competing in global markets. At IIM Bangalore, he teaches post graduate and doctoral level courses on Organization Design, Strategy Process, Organization Learning and Knowledge Management. Prior to joining IIM Bangalore as a faculty member, Sourav worked for the Boston Consulting Group as a strategy consultant, where he was involved in assignments concerning portfolio analysis, organization design, merger and acquisitions and market entry strategies for Indian and international firms. After completing his engineering, Sourav had worked with information technology firms like IBM and Oracle in various product management functions. As a doctoral student at IIM Bangalore he won the ‘Infosys Fellowship’, awarded for research in the IT industry. Sourav has presented papers in international academic conferences, spoken at national and international corporate forums and published in peer-reviewed journals on topics related to globalization of Indian organizations, outsourcing of knowledge intensive services, novel organization forms and knowledge management. He has also been involved in several consulting assignments, advising organizations on strategic and structural issues. At IIM Bangalore, Sourav was the Chairperson of Career Development and Placement activities during 2006-09. He is also a member of various committees that oversee ongoing programmes and new initiatives at IIM Bangalore. Sourav is among the board of advisors of an entrepreneurial venture in the information technology services sector.

About the case study

International Development Enterprise (IDE) is a development organization that operates in 11 countries worldwide with the aim of creating income opportunities for poor rural households in developing countries. IDE Nepal, an affiliate of IDE, was established in 1992 with the aim of developing low-cost irrigation technologies suitable for smallholders in rural Nepal. More than 80% of the people in Nepal are engaged in agriculture and a significant number of them have smallholdings. Typically, smallholder farmers are economically impoverished and belong to disadvantaged classes in the society. IDE realized that small holdings of these poor farmers can be effectively utilized for growing vegetables, if the farmers were provided with suitable technology for irrigation and water management and knowledge inputs for managing the vegetable farming process. IDE thus enhances farm productivity of poor farmers and increases their income by providing them with low-cost irrigation technologies and knowledge of farm management.

In order to ensure that increased farm productivity results in increased farm income, IDE links farmers to markets. Smallholder farmers are severely disadvantaged when it comes to accessing markets because of their weak bargaining power and information asymmetry. To overcome this disadvantage, IDE organizes the smallholders into communities and creates Marketing and Planning Committees that look after the interests of the farmer communities. Sooner or later, such communities mature into self-help groups empowering the rural poor to collectively bargain for their interests and rights. Today, IDE has started linking these communities with financial institutions and is in the process of enabling a credit model where the community can jointly provide guarantee to loans made to the individual member. IDE works closely with Nepalese government institutions for long term sustainability of its initiatives. It leverages the resources available with the government for implementing its programmes as well as focusing on developing capacity of government institutions so that the government can continue with the development initiatives even after completion of IDE’s projects.

Today, IDE Nepal operates in 22 districts in Nepal having reached more than 1.4 million poor farmers in 240,000 households in rural Nepal. Its programmes have resulted in the sale of 200,000 treadle pumps and 40,000 drip irrigation systems. It is estimated that IDE interventions have generated an additional income of US$150 per year for each of the 240,000 households whom they have reached.

To download the IDE case study from the GIM database, please click here.

 
GIM Releases New Case Study on Healthcare Services in Rural and Semi-Urban India

About the author

Sourav Mukherji is Associate Professor of Organization and Strategy at the Indian Institute of Management, Bangalore. An engineer from IIT Kharagpur, Sourav obtained his doctorate from the Indian Institute of Management, Bangalore. His major research interests are strategic and structural challenges faced by Indian firms competing in global markets. At IIM Bangalore, he teaches post graduate and doctoral level courses on Organization Design, Strategy Process, Organization Learning and Knowledge Management. Prior to joining IIM Bangalore as a faculty member, Sourav worked for the Boston Consulting Group as a strategy consultant, where he was involved in assignments concerning portfolio analysis, organization design, merger and acquisitions and market entry strategies for Indian and international firms. After completing his engineering, Sourav had worked with information technology firms like IBM and Oracle in various product management functions. As a doctoral student at IIM Bangalore he won the ‘Infosys Fellowship’, awarded for research in the IT industry. Sourav has presented papers in international academic conferences, spoken at national and international corporate forums and published in peer-reviewed journals on topics related to globalization of Indian organizations, outsourcing of knowledge intensive services, novel organization forms and knowledge management. He has also been involved in several consulting assignments, advising organizations on strategic and structural issues. At IIM Bangalore, Sourav was the Chairperson of Career Development and Placement activities during 2006-09. He is also a member of various committees that oversee ongoing programmes and new initiatives at IIM Bangalore. Sourav is among the board of advisors of an entrepreneurial venture in the information technology services sector.

About the case study

Vaatsalya was founded in 2004 to address the inadequacies of healthcare services in rural and semi urban India. The founders realized that in order to address the healthcare needs of the semi-urban and rural population, they needed to provide such services at low prices and setup a chain of hospitals so that they could significantly reduce the inconvenience and expenses their patients incur while travelling long distances to get good quality healthcare.

Vaatsalya hospitals are run as commercial entities that receive no charitable grants or subsidies. In their 4.5 years of operation, Vaatsalya has setup nine hospitals across several districts in Karnataka, created a capacity of 450 beds and has and treated close to 175,000 patients, making it the largest chain of its kind in semi-urban India.

In the next few years, armed with fresh funds of US$6.5 million from venture funds such as Seedfund and Oasis, Vaatsalya intends to setup 50 more hospitals spanning across several Indian states and reach out to more than a million patients a year. For their pioneering work in the area of inclusive healthcare, Vaatsalya and its founders have been receiving several national and international awards.

To download the Vaatsalya case study from the GIM database, please click here.