A Case Study By Prof. Ishwar Dayal
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Disclaimer: Case is written by Prof. Ishwar Dayal, as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.

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Since then MART has worked with many Fortune 500 and large Indian companies. It is used in the Indian subcontinent for all sizes of gatherings and can be religious. product modification and created a MELA2 system for sale of rural product in urban areas. They modify. Initially he worked with an NGO for 2 years and thereafter as a Marketing Advisor to the Ministry of Rural Development. In 1987. Pradeep said “I come from a wellto-do filmily. Pradeep was innovative in his job and was appreciated by his peers and supervisors. For the next 10 years Pradeep and his small team worked on minimal remuneration for several NGOs. Millions of artisans produced traditional handicrafts but they had no knowledge of what products will sell or how to access markets. market strategy and promotion assignments. He established MART in 1993 a consulting firm to serve rural poor. and was greatly impressed by his ideas and the model farm and dairy in the Ashram. MART is working as Livelihood consultant to World Bank funded projects in Orissa and Maharashtra to create large scale. He had several discussions with the Guru about the meaning and purpose of life.000 poor rural women across 12 states have been appointed as company dealers. One reason why they are chosen over others came from an associate who said. In 2000 a corporate house approached MART to undertake research for their product in rural markets. This was the genesis of setting up a corporate rural marketing division. central and state governments and donor agencies on poverty reduction programs for which he travelled extensively to rural areas.After an engineering degree from BITS. because rural development is their mission. the world works behind you”. The job required extensive travelling and experience in widely different areas. His last assignment was as Head of Marketing of a large Japanese auto ancillary in 1987. UK on creation of large scale. product development. Pilani in 1969.” In 1980 Pradeep accompanied his wife to her family Guru’s Ashram in Almora district. The Guru suggested that working for the rural poor could be more meaningful. cultural or sport-related. not merely on sale of a product. In rural traditions melas or village fairs were (and in some cases still are) of great importance Page 2 of 5 . Talking about the contribution of MART. 2 Mela (Sanskrit: ) is a Sanskrit word meaning 'gathering' or 'to meet' or a fair. the year Pradeep turned 40 he resigned from his corporate job after 18 years in the sector. or suggest alternate uses to the advantage of the community as well as the manufacturer. Government of India. sustainable livelihoods for the rural poor – in the forestry and agribusiness areas.” These women have doubled their family income and utilize the additional income on better health care and education for their children. Pradeep Kashyap served in three multinational companies in marketing. MART focuses on what people need. Technically their approach is superior– they research the market thoroughly to improve the lives of the poor. Pradeep undertook market research. Pradeep gave some examples. MART is often chosen as project consultant in preference to international and larger organizations because of their committed approach and deep involvement in rural areas. Earlier they were funded by World Bank and Department of International Department (DFID). “MART is dedicated to the work they do. The job gave me material comforts and I was able to construct a house in South Delhi at a young age of 29 years. But a hollow feeling kept bothering me. you are alone but when you work for others. Tamil Nadu and MP. or redesign. sustainable livelihoods for the rural poor in AP. As an illustration. in market research. This involvement of MART continues and has expanded over the years. commercial. He said that “We co-created ‘Project Shakti’ with Unilever where 50. He explained when you work for money.

and shows potential. they added rural marketing in corporate sector. In phase I. Pradeep said that he wanted to develop an organization where people are self-giving. offices in Bhubaneswar and Pune. Currently. ECG machines and ultrasound machines for a multinational company. 2009 onwards. MART believes that projects should not be forced upon people. between the years 1993-2000. competition. besides Delhi. work in teams and learn from one another. 2000 onwards. and develop knowledge-base.” “We have enabled development of low cost health care products like baby warmers. In phase II. In this process they have also created Public Private Partnerships to benefit local communities. They employ 100 people. they work to improve quality of life of people and society. He wanted people to feel free. There are three identifiable phases of development. These have benefited 100. the person chooses his team and handles everything that is required for the project. they have. chemists and local youth as health entrepreneurs. significantly enhancing income of the poor families. hatwari.000 patients cured over the 2 year period. maneuvering and work for personal rather than organizational and social goals. they create a nucleus group who have familiarity with.000 women from 500 villages in 6 of the most backward districts of Odisha into a “Collective Marketing ‘model.” “We have co-created a unique business model with NOVARTIS in 5 states for treating TB patients in rural areas by activating the private sector health delivery channel – doctors. otherwise also known as haats.“We brought 10. His experience of different 3 Rural markets. they expanded their involvement in neighborhood countries and Africa. Three million people have been exposed to this program and 12. and international agencies. and interest in the particular sector. our primary focus remains the rural poor. This initiative recorded a sale of 90million rupees in 2011. These are sometimes periodic (once a week) and sometimes permanent. shandies. and are driven from within themselves rather than wait for external motivation. testing labs. business and government repeatedly shows that managers tend to develop an attitude of ‘what is in it for me’. Rather project leaders should choose the project. Organizational Orientation Strategy for diversification followed by MART is that whenever a project comes which is different from what they have been doing. Once responsibility for the project is decided. peta.” “I started Gramshree melas in 1989 for sale of rural products in urban areas by artisans. We have promoted TATA corrugated roofing sheets through HAATS3.” “We have developed a last mile rural distribution model for Colgate involving local youth as entrepreneurs on cycles. chindies or painths. angadi. MART had a small number of people and worked on rural development in the Livelihood sector with NGOs. central and state governments.” “Whatever work we undertake from government or corporate clients. Page 3 of 5 . groupism. Three hundred melas have been held in 75 cities. His experience of over 40 years in multinationals. and in phase III.” With dedicated manpower MART has innovated and helped in creating a variety of services in rural areas. and have a sense of belonging.000 poor producers and encouraged them to continue their craft in the village. secretiveness.

the individuals resolve among themselves. when a friend suggested I go and see Mr. I experienced professional and personal growth and cooperation at work I had not experienced elsewhere” Page 4 of 5 . and encourage him/her to learn from the mistake. and I made up my mind that I wanted to work for him. All decisions are taken in meetings where anyone can raise an issue or problem. The Project team can discuss with anyone they wish or seek new knowledge inputs. not any individual. they take over total responsibility of the Project. “I had come to Delhi in search of a job in 1995. Reactions of employees to MART Some comments made by individuals in my interviews with them about their work and life at MART are reproduced below. keeping in view the expertise that would be needed in carrying out the Project. There is no stigma attached to failure. the oldest being 42 yrs. Several colleagues sit down to analyze the reasons of failure and genuinely try to learn from the experience. My first impression on meeting him was that he was totally unassuming. In some cases I asked for some events. open and friendly. All the comments are made without probing. accounts. Employees are free to move from one group to another and approach any one for technical or personal help. If the organization sends the individual for any chosen program. knowledge and experience. Soon after I joined we got a big World Bank project. For many MART is the first job. In case anyone violates the norm the effort is to discuss the problem with him or her.5 % share of the company. My mind was made up and without waiting for his call I called him within two days and told him that I want to join. He said that he had no opening but he will contact me when he had one. we have not looked back for work after this project. I was engaged in some odd jobs. involve other colleagues. of these 3 have rejoined and the other two want to return.salaries. situation to support abstract and open statements. there are no ‘behind-the-back’ or office gossip. MART is modeled on family values. followed by lunch for everyone. MART works only one Saturday of the month where some external expert is invited for a talk. An employee becomes a partner after 10 years of service and MART gifts him/her 2. Once a team is formed. In case of personal differences. The Project leader chooses his team in consultation with senior colleagues. plans and all such matters. MART meets half his program fee.kinds of organizations shows that the only organization that ensures lifelong belonging is the family. success or failure is attributed to the team. MART has no hierarchy at work. Everything is open at MART. He shared his plans and his vision. As a team works on the project. Pradeep expects that over time everyone in MART will become a partner and the company will be owned and run by them. This is seen as a strength of MART because they do not hide failures as people often do in many organizations. all expenses are met by MART. The average age of employees is 30 years. When a project proposal comes to MART. Everything being open and known to all. Kashyap. If an individual wants to attend some training program of his interest. He said that he could not pay much salary. a group of two or three senior consultants discuss it and depending upon the interest. In the last 5 years only five employees left MART. I said I don’t mind.

besides work related issues. What should MART do to sustain its culture while growing its business and staff? Page 5 of 5 . experiment with new approaches and remain one step ahead of other organizations in providing cutting edge knowledge.” “MART is a very open organization. We work on projects in a team. Kashyap had come to deliver a lecture. respect. skills development and agribusiness. MART has helped me to widen my interest and I enjoy my work.” “During my college days Mr. colleagueship and variety in work.” “Of all the places I have worked.” “In every project I learn something new.” “The work environment is relaxed. Kashyap about my decision. Kashyap does not speak much but he knows what everyone is doing. We can disagree with a point without fear of personal risk. We can express our views openly.” MART expects to double its business in 2 years and develop additional expertise in healthcare. innovation and experimentation with ideas.” “Whenever I approach anyone in MART with personal or work related problem people co-operate. After joining. Before sending a formal resignation. opportunity for selfdevelopment. Pradeep corrected me to say that achievement or failure is of the team. I decided that I wanted to work for this organization. western approaches have generally failed to create the desired work culture. MART has to learn. MART believes that its strength lies in the leadership and the family-like work environment. Experience suggests that in an affiliative society like India. The experience here makes you grow and gives you confidence in yourself. We believe in collective decisions and I am. He listens to our personal problems patiently and resolves them. The other day I went to a senior colleague who was busy completing a report.“Pradeep Sir is the caring Head of the MART family and not a typical. I go to him for my personal problems. formal CEO in a company. There are few rules and regulations imposed on us from above. belief and commitment to the organizational attributes and the work culture. like others. He put his work aside to discuss my problem and resolved it. MART has given me maximum freedom to work. It also expects to spread geographically in India and abroad.” “Coming to office is like coming home” “I had a personal problem at home and could see no solution other than resign from the company.” “MART provides continuous scope for enhancing my knowledge. develop and acquire new skills. Each project is different. I felt obliged to personally tell Mr.” “He talks to people at their own level. and not that of an individual. This is how we work in MART. I found MART to be even better than what I had imagined it to be. All decisions are taken in meetings through consensus. It is easy to talk to him about personal problems. He found a solution that had not occurred to me. I did not have to leave the company. From day-one whenever I talked about my having done this or that.” “Mr. After listening to him and going through the website of MART. a part of the process. I was selected in the campus interview. It is good to share ideas with friends. He is always available when you need him. The model is derived from their conviction.” “MART helps us mature our thinking which makes me feel good about myself.

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