Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
FARMERS
A project of STRW
Submitted in partial fulfillment of the
Requirements for the award of the
Post-Graduate Diploma in Management
Submitted By:
Rishabh Agarwal, Roll No: 09244
Vikas Darbari, Roll No: 09237
Submitted to
Dr. Tapan Kumar Nayak
INSTITUTE OF MANAGEMENT STUDIES
LAL QUAN, GHAZIABAD – 201 009
March- 2010
1
DECLARATION
Signature of
Students:-
Rishabh
Agarwal(09244)
Vikas
Darbari(09237)
2
INSTITUTE OF MANAGEMENT STUDIES,
GHAZIABAD
CERTIFICATE
DATE: Signature of
Faculty
3
ACKNOWLEDGEMENTS
Respected faculty
4
Table of content
Introduction 8
Literature Review 10
Abstract 17
Financial analysis 30
Conclusion 45
Limitations 46
5
Bibliography 47
LIST OF TABLES
2. e-choupal at glance 25
6
LIST OF FIGURES
1. working capital 30
2.Current ratio 31
3. Liquidity ratio 32
5. Inventory days 33
9. PAT to sales 36
7
14. Price book ratio 39
Chapter 1
Introduction
8
to the processing units.
e-choupal
e-choupal is a Hindi word which means – “Village meeting place”. e-
choupal is a virtual market place where farmers can transact directly with
a processor and can realize better price for their produce. e-choupal
makes use of the; physical transmission capabilities of current
intermediaries & aggregation, logistics, counter-party risk and bridge
financing. In June 2000, ITC Limited launched e-choupal in India and
now e-choupal has become the largest Internet based intervention in rural
India.e-choupal aims to provide farmers ready access to crop specific
real-time information to improve the farmer’s decision making ability
thereby helping them to better align their farm output to the projected
demand in Indian market. e-choupal, the Web-based initiative of ITC’s
IBD, offers the farmer all information about products and services they
need to enhance farm productivity improve farm-gate price realization
and cut transaction costs. Farmers can access the latest local and global
information on weather, scientific farming practices and market prices at
the village itself through the web portal in Indian languages – Hindi,
Marathi, Kannada and Telegu. e-choupal also facilitates the supply of
high quality farm inputs as well as purchases of produce at the farmer’s
doorstep.
9
• Capable of being used for many commodities & multiple
transactions.
• Easily scalable once it is verified.
• Uses local talent and local people to develop local leaders.
• Uses all the existing institutions and legal frameworks.
• Scientific way of inspection, testing and weighing.
*======*======*
Chapter 2
LITERATURE REVIEW
Since ITC e-choupal is the project started by ITC in the recent year so
not much research is done on this in India.
10
the help of e-panchayats. The article examines that e-governance could
result in better knowledge of inputs in terms of knowledge of seeds,
knowledge of new fertilizers, better management of irrigation facilities,
and increased use of modern farm equipment, weather forecasting and
sowing seeds. In dairy development the e-panchayats can boost the
spread of the latest information about advances in dairy farming
practices. The significance of e-panchayats is the crux of this article.
11
would help build a long-term confidence, trust and ultimately sustain
rural ICT business.
The SEVENTH article “Effect of Mobile Telephony on Empowering
Rural Communities in Developing Countries” by Chaitali Sinha, argues
that mobile phones are quickly becoming affordable, useful and
accessible tools for many poor and rural communities around the world.
That would create economic opportunities and also strengthen social
networks. Further, this article discusses the motivation and nature of
increased proliferation of mobile handsets among poorer rural
communities in developing countries. The high cost of providing wired
communication facilities coupled with relatively low levels of purchasing
power, is tantamount to high levels of demand being undeserved with low
level of telecommunications service. The author concludes by stating that
mobile telephony offers an attractive solution to many poor individuals
and communities due to its general accessibility, collective ownership and
flexible payment options
The EIGTH article, “Wiring Sub-Saharan Africa for Development” by
Tokunbo Ojo is an experience of Sub-Saharan Africa in the context of
tele-center usage in rural sector. The first part of the article focuses on the
Telecentre projects sponsored by various international organizations in
Sub-Saharan region. The second part of the article gives an account of
International Development Research Centre (IDRC) established
telecentre project in Nakaseke (a rural area in Uganda, east Africa)
Multipurpose community telecentre. The author concludes that, Nakaseke
tele-centres are meant to close the inequality in terms of age, gender,
educational qualification and socio-economic status.
The NINETH article “Rural Schools as Regional Centres of e-learning
and the Management of Digital Knowledge: The Case of Newfoundland
and Labrador” is by Ken Stevens. It focuses on small schools in rural
Canadian communities which have had a special role in the development
of e-learning and the management of digital knowledge within
customized electronic educational structures. This article examines the e-
learning centers in two rural areas of Canada: Newfoundland and
Labrador. It has clearly shown that the introduction of e-learning has
changed the nature of education in rural Newfoundland and Labrador in
two important aspects. The first aspect is that, rural e-learning has opened
the opportunity to study on-line for rural student communities and
secondly, the possibility of enrollment in advanced placement (AP)
courses has increased in rural parts of Canada. This great success made
the government of Canada extend the same strategy to other parts of rural
Canada. The new type of education in rural Newfoundland and Labrador
12
has emerged as an open model and challenges the closed model of
schooling by questioning the need for appointing teachers in schools.
The TENTH article “Impact of the Insertion of Modern Information and
Communication Technologies in Brazilian Rural Communities” is co-
authored by Marco A Figueiredo, Mauro A Câmara and Roberta E Sabin.
It describes “Gems of the Earth”, a rural community telecentre project
currently in development, in a poor rural region of Brazil. The study
analyzes the impact of the telecenters on the lives of rural communities.
This article also provides usage statistics of online knowledge bank,
which was created to be integrated in cyberspace, the efforts of the
communities and the network management organization. The Gems of the
Earth methodology was designed to allow communities to first realize the
potential of ICT to bring them economic and social development. Once
the community is convinced of the telecentre potential, the Gems of the
earth network works with them to build a telecentre and provide for its
maintenance.
*======*======*
13
Chapter 3
ITC e-choupal is one of the step taken by the ITC so as to support farmers
of INDIA to not only grow the crops but also assist them in selling the
yield. Since in India most of the population is indulge in the farming and
70% of them are not having adequate knowledge of various condn.
Related to the crop.
And since ITC e-choupal is the newly step taken by the ITC so most of
the farmers and the person related to agricultural industry does not know
about this so we in this report are trying to cover whole functioning of
ITC e-choupal with the benefits and the challenges faced by the ITC in
implementing this and together with this the financial analysis of the ITC
and also how the decision taking ability of the farmers have changed with
the help of ITC e-choupal
*======*======*
14
Chapter 4
OBJECTIVE
*======*======*
15
Chapter 5
ABSTRACT
In this report we tried to find what is the basic model of the Itc e-choupal,
how it work and what is the impact of e-choupal on the decision taking
ability of the farmer related to the crops. In this report we saw how there
was a traditional system because of which the complete cost of the yield
were not given to the farmers and they were in the debts for long time.
And not only this the other information regarding weather conditions,
new technologies, new fertilizers, other important data which can help
them for the growth for not only crop but also the growth of the farmers.
There are benefits of the e-choupal which are enjoyed by the farmers. But
there are many challenges which are faced by the ITC regarding the
installment of the system, resistance from the middle man is also one of
the challenge faced by the ITC because the commission of the middle
man which they were getting by buying the crop of the farmer at low cost
and selling them in the market at high cost. There are many other
problem faced by the ITC like teaching farmer how to operate computer
and internet.
The electricity and net access which are not there in the villages which
also create hindrance to the work of ITC. The different ratio of the
finances are also calculated by us which shows how there is increase in
the profitability of the ITC.
16
The share price or the different ratio also helps us to determine the
liquidity of the company and the comparison of the company with the
competitors.
ITC in conjunction with local farmers created the e-choupal system that is
acting as a catalyst in rural transformation by providing access to latest
information of the agro sector, developing local leadership and creating a
profitable distribution. It helps in alleviating rural isolation, improves
productivity and income, create transparency for farmers - which
improves the economic condition of rural areas. This paper tries to
identify the problem of mandi, need of e-choupal and challenges in
development of e-choupal and derives with various conclusion and
suggestions in ‘future strategy’ from initial finding and discusses
direction for further investigation.
*======*======*
17
Chapter - 6
INTRODUCTION-COMPANY PROFILE
18
share of these emerging high-growth markets in India.ITC
is one of the country's biggest foreign exchange earners
(US $ 3.2 billion in the last decade). The Company's 'e-
Choupal' initiative is enabling Indian agriculture
significantly enhance its competitiveness by empowering
Indian farmers through the power of the Internet. This
transformational strategy, which has already become the
subject matter of a case study at Harvard Business School,
is expected to progressively create for ITC a huge rural
distribution infrastructure, significantly enhancing the
Company's marketing reach.
ITC was the first company in India to voluntarily seek
a corporate governance rating.ITC employs over 24,000
people at more than 60 locations across India. The
Company continuously endeavors to enhance its wealth
generating capabilities in a globalizing environment to
consistently reward more than 3,75,000 shareholders,
fulfill the aspirations of its stakeholders and meet societal
expectations.
BCG Matrix
S
STARS QUESTION MARK
Q
Hotels
H FMCG- Others
Paperboards/
P Packaging.
Agri business
C
COWS
D
DOGS
FMCG-Cigarettes
Maybe ITC Infotech.
SWOT ANALYSIS
ITC is one of India's biggest and best-known private
19
sector companies. In fact it is one of the World's most high
profile consumer operations. Its businesses and brands are
focused almost entirely on the Indian markets, and despite
being most well-known for its tobacco brands such as Gold
Flake, the business is now diversifying into new FMCG
(Fast Moving Consumer Goods) brands in a number of
market sectors.
Strengths
ITC leveraged it traditional businesses to develop new
brands for new segments. For example, ITC used its
experience of transporting and distributing tobacco
products to remote and distant parts of India to the
advantage of its FMCG products.
Weaknesses
The company's original business was traded in tobacco.
ITC stands for Imperial Tobacco Company of India Limited.
It is interesting that a business that is now so involved in
branding continues to use its original name, despite the
negative connection of tobacco with poor health and
premature death. To fund its cash guzzling FMCG start-up,
the company is still dependant upon its tobacco revenues.
Cigarettes account for 47 per cent of the company's
turnover, and that in itself is responsible for 80% of its
profits. So there is an argument that ITC's move into FMCG
(Fast Moving Consumer Goods) is being subsidised by its
tobacco operations. Its Gold Flake tobacco brand is the
largest FMCG brand in India - and this single brand alone
hold 70% of the tobacco market.
Opportunities
ITC is moving into new and emerging sectors including
Information Technology, supporting business solutions.
20
Threats
The obvious threat is from competition, both domestic and
international. The laws of economics dictate that if
competitors see that there is a solid profit to be made in
an emerging consumer society that ultimately new
products and services will be made available. Western
companies will see India as an exciting opportunity for
themselves to find new market segments for their own
offerings.
ITC's opportunities are likely to be opportunities for other
companies as well. Therefore the dynamic of competition
will alter in the medium-term. Then ITC will need to decide
whether being a diversified conglomerate is the most
competitive strategic formation for a secure future.
Competitors
In India, three major cigarette players dominate the
market, primarily ITC with 72% market share, Godfrey
Phillips with 12% and VST with 8% share of the market.
*======*======*
Chapter-7
e-Choupal
Business model
21
the e-choupal and the computer usually is located in the sanchalak’s
home. ITC also incorporated a local commission agent known as the
Samyojak (collaborator), into the system as the provider of logistical
support.
The critical element of the e-choupal system and the key to managing the
geographical and cultural breath of ITC’s network by recruiting a local
farmer is the sanchalak. Sanchalak create trust in society and all
infrastructure set up is made in his house. Sanchalak receives commission
for every transaction processed through the e-choupal and also benefited
from increased social status that accompanies the position – a significant
advantage in rural Indian life. Sanchalak act as public officer in
ITC has plans to saturate the sector in which it works with e-choupals,
such that a farmer has to travel no more than 5kms. The company expects
each e-choupal to serve about
22
Sub total 270 NIL
23
farmer’s cart is weighed on an electronic weighbridge, first with the
produce and then without produce. The difference is used to determine
the weights of his produce. After weighing, the farmer collects his
payment in full at the payment counter. The farmer is also reimbursed for
transporting his crop to the procurement hub.
*======*======*
Chapter :- 8
Benefits of e-choupal
24
e-choupal delivers real-time information and customized knowledge to
farmer’s decision making ability, securing better quality & price. The e-
choupal initiative also creates a direct marketing channel, eliminating
wasteful intermediation and multiple handling, thus reducing transaction
cost and making logistics efficient.
25
available to create networks in rural areas, which can function as
virtual marketplaces.
e-choupal at a glance
The transaction time at the ITC hub is also much faster than mandi.
ITC has given recognition to integral partner in the supply process & not
mere as agricultural producer and thus elevating the level of respect of
farmers. Similarly providing shaded seating area while waiting for their
paperwork shows ITC really care for farmers.
The total cost incurred on the initiatives so far has been Rs.50 million
(Rs.35 million as capital cost towards computers and other hardware at
the kiosks as well as central servers and Rs.15 million revenue
expenditure incurred towards portal development, people overhead etc.).
But ITC has gain benefit Rs. 20 million, which is the equivalent of full
investment on 40 percent of the Choupals (Kiosks). In terms of future
revenue, the outflow is 52.1 million in 2001-02 which reduces to 3.90
26
million in 2005-2006 and for 2006-07 is estimated as 2.70 million. Where
as inflow in 2001-02 is 15.3 million where as 65.0 million in 2005-2006
and estimated as 85.0 million in 2006-2007. The internal rate of return
(IRR) on the project works out to be 21.55 percent.
In the mandi system, there was a mark up of 7-8 percent on the price of
soybean from the farm gate to the factory gate of this mark-up 2.5 percent
was born by the farmer while 5 percent was borne by ITC with e-choupal,
ITC cost are down to 2.5 percent. In absolute terms, both the farmers and
ITC save about $ 6 per metric ton.
Challenges
As the power is usually available for only a few hours a day at on a
sporadic schedule, the e-choupal computer cannot always be accessed
when information is needed. Phase imbalances leads to damage of
equipments. Telecommunication infrastructure in villages is poor.
Telephone exchange also have limited battery backup. In addition, there
is no local support staff to maintain or troubleshoot telephone exchanges.
The support team is also short-staffed.
27
committed to transparency and respect and fairness towards farmers as
well as local partners.
Multiple Benefits
Farmers can look at weather forecasts, order fertiliser and
herbicide, and consult an agronomist by e-mail when their
crops turn yellow. At some eChoupals they can even buy
28
life insurance, apply for loans and also check their
children’s exam results.
Better Payment
In IT parlance, eChoupal is an intelligent blend of
applications like CRM and supply chain management. For
instance, by helping the farmer identify and control his
inputs and farming practices, and by paying more for
better quality, ITC has been able to preserve the source
and improve the quality of produce.
The Problems
“Initially we thought that we would work with DoT to
upgrade rural telephone exchanges. The department was
proactive in upgrading many rural exchanges to electronic
ones. After 15 months we found that the experience was
not satisfactory,” explained Babu.
29
Power cuts in rural areas can run for eight to 10 hours. ITC
even went so far as to provide gensets at a few locations
hoping to spur DoT to doing the same. It didn’t work out
and in 2001 ITC shifted its focus to using Ku Band VSATs.
Power remained a problem and it was solved by using
solar panels.
*======*======*
30
Chapter-9
FINANCIAL ANALYSIS
Ratio Analysis
A) Liquidity Analysis
Figure 1
Working Capital
30000.00
25000.00
20000.00
15000.00
10000.00
5000.00
0.00
(In Rs.Capital
Million)
Working
-5000.00 2004-05 2005-06 2006-07
-10000.00
-15000.00
Year
31
the long term liabilities. HLL on the other hand is deteriorating
in quality and is gradually getting overburdened by increasing
pressures due to a negative working capital.
Current Ratio:
Figure 2
Current Ratio
2.50
2.00 2.02
1.82
1.50 1.56 1.55
1.43
Ratio 1.15
1.00 0.95
0.73 0.75
0.50
0.00
2004-05 2005-06 2006-07
Year
Liquidity Ratio:
Figure 3
32
Liquid Ratio
1.20
1.13
1.08
1.00
0.89
0.80
0.64 0.67
0.60
Ratio 0.55
0.40 0.43 0.4 0.41
0.20
0.00
2004-05 2005-06 2006-07
Year
Figure 4
1.20
1.00 0.98
0.80
0.7
0.60 0.61
Ratio 0.48 0.51
0.40 0.42
0.28 0.31
0.25
0.20
0.00
2004-05 2005-06 2006-07
Year
Inventory days:
33
frame but has still maintained almost the same amount of
inventories every year for its operations.
Figure 5
Inventory Days
45000.00 195.00
40000.00 191.51
190.00
39346.70
35000.00
185.00
30000.00
31154.30
25000.00 180.00
25430.80
20000.00 175.94 175.00
In 15000.00
Rs. Million 170.71 Inventory Days
170.00
10000.00
165.00
5000.00 177.07
132.79 230.49
0.00 160.00
2004-05 2005-06 2006-07
Ye a r
34
B) Solvency Analysis
Debt-Equity Ratio:
Figure 6
Debt-Equity Ratio
1.4000
1.2000 1.3046
0.9165
1.0000
0.8000 0.7030
0.6000
0.4000 0.3030
Debt-Equity Ratio
0.2000 0.0247 0.0267
0.0309 0.0187
0.0000 0.0158
2004-05 2005-06 2006-07
Year
Figure 7
35
Interest Coverage Ratio
1400.00
1198.16
1200.00
1000.00
800.00
600.00
400.00 174.50
275.03
200.00 64.00 84.61
Interest Coverage Ratio
38.15 8.29
0.00
12.58 20.60
2004-05 2005-06 2006-07
Year
C) Profitability
36
PBIT (Operating Income) to Sales:
Figure 8
PBIT-Sales Ratio
0.250
0.200 0.199 0.198
0.200
0.150 0.140
0.146
0.132
0.100 0.110
0.076
0.090
PBIT-Sales
0.050 Ratio
0.000
2004-05 2005-06 2006-07
Year
PAT to Sales:
Figure 9
PAT-Sales Ratio
0.180 0.161
0.160
0.135 0.136
0.140
0.120 0.115
0.100 0.107 0.110
0.080 0.070
0.073
0.060 0.076
PAT-Sales
0.040 Ratio
0.020
0.000
2004-05 2005-06 2006-07
Year
37
Earnings per share: (EPS):
The earnings per share of ITC and Marico and ITC have
drastically fallen over the last three years. This is because
there has been a stock split in both cases that has brought
down the face value of the shares in the market resulting
thereby in an increment in the number of equity shares
available for trade. Therefore, despite an increase in the total
earnings offered by the company, the earnings per share fall
drastically. On the other hand, the number of shares of HLL in
the market remains steady and the earnings (PAT) increases
every year. This therefore results in an increment in the
earnings when considered in per share terms.
Figure 10
EPS
16.000 14.979
14.000
12.000
12.095
10.000
8.000 6.977
EPS 5.448
6.000
6.153
4.000
2.000 0.883
0.060 0.072 1.854
0.000
2004-05 2005-06 2006-07
Year
ITC Limited and Marico over the last few years have
experienced a huge fall in the dividend distributed per share
because of reasons mentioned above. The earnings per share
for the third company, HLL, shows an increase in the dividend
distributed per share owing to the increasing dividend paid by
the management to the shareholders.
Figure 11
38
DPS
7.000
6.200
6.000
5.000 5.350
4.000
2.999
DPS
3.000 2.500
2.000 2.500
1.000 0.312
0.026 0.031 0.641
0.000
2004-05 2005-06 2006-07
Year
Figure 12
P/E Ratio
25.000
20.000 20.957
15.000
P/E Ratio
10.000
2.009 3.604
5.000
1.015
0.000
2004-05 2005-06 2006-07
Year
Market Capitalization:
39
net increase representing a good growth component in the
sector and the confidence of the buyers who continue to buy
the stocks of such companies. HLL and Marico have
consistently shown an increase in the market capitalization for
the years under consideration. This is graphically depicted as
below.
Figure 13
Market Capitalization
800000.00 732070.00
700000.00
600000.00
565830.00
500000.00
334330.00 477877.36
400000.00 434195.34
300000.00
In Rs. Million 315878.48
200000.00
100000.00 37331.70
1409.40 3130.84
0.00
2004-05 2005-06 2006-07
Year
Across companies, ITC Limited rates poorly for the Price Book
Ratio. In fact, while Marico shows a stupendous performance
for the three years reflecting a 2887% increase in the PB ratio,
ITC reports only a meager 26% increase. Also, HLL reports a
16% increment in the ratio, but still manages to hold its
position at the second level pushing ITC to the lowest figure in
the industry when compared across the other two companies.
Figure 14
40
PB Ratio
25.00
20.00 19.41
15.09 18.83 17.55
15.00
PB10.00
Ratio 7.87
Sourcing advantage
41
control over quality and cost of the commodities being bought. Since ITC
buys directly from the farmers, it is in a position to track the source of the
produce and manage future procurement accordingly. The resultant
quality control is likely to enable ITC to have a better control over
allocation of the commodity to trade and internal consumption. The
traceability should also allow ITC to address food safety concerns and
once again provide a value that the customer is willing to pay for. This
would, in turn, lead to better realisations for the farmers as well, as ITC
would then command a traceability premium. For example, ITC uses
different varieties of wheat for sale in southern and northern India and has
control over the source of the wheat. The direct savings, due to
procurement from the choupal network, are about 5%, in our view. The
savings are shared between the farmer and the company, which in turn
uses the savings to fund the infrastructure investments. The employees
who run the network are given incentives through the commission that
the network earns on the procurement. The farmer is likely to find it
easier to justify switching from the traditional mandis (wholesale market)
to choupal as their effective realisation (per tonne) increases significantly
and is also paid instantaneously (the resultant cash disbursement cost is
borne by the company). We note that the savings from the elimination of
unscrupulous practices (like tampered meters) are likely to be competed
away over time, as the mandis install electronic meters (as they have
already done in many states). However, the benefits will still be
substantial for the farmer to switch to ITC choupal. The savings on
disintermediation are likely to be far higher in the case of horticulture.
The intermediation cost on perishable horticulture is estimated to be over
200%, compared to The direct savings, due to procurement from the
choupal network, are about 5% The savings are shared between the
farmer and the company, which in turn uses the savings to fund the
infrastructure investments. The employees who run the network are given
incentives through the commission that the network earns on the
procurement. The farmer is likely to find it easier to justify switching
from the traditional mandis (wholesale market) to choupal as their
effective realisation (per tonne) increases significantly and is also paid
instantaneously (the resultant cash disbursement cost is borne by the
company).
42
*======*======*
Chapter :-10
43
interference of the intermediaries, thus reducing the cost
involved in the selling process. The intangible benefits
result from getting information regarding weather,
advance farming techniques, and other input to boost the
per hectare productivity, and to facilitate the flow of such
information, ITC has tied up with various agricultural
universities.
44
3.32
Weather Forecast
3.61*
2.48
Expert advice on soil testing
2.42*
1.40
Scientific plant protection method
2.78*
1.63
Getting Agriculture input conveniently
4.18*
3.09
Prediction of risk on agricultural practices well
2.59*
in advance
2.03
Exchange/return of the adulterated agricultural inputs
2.15*
1.34
Exposure to different field demonstration trainings
2.73*
1.61
45
increased greatly due to availabitlity of timely price –
related information regarding market price of produce
before selling, where as there is very little improvement
on What crop to grow? When to plant? And when to
harvest?
*======*======*
CONCLUSION:-
The study examine the impact that ICT-enabled system for information
and services delieveries make on their end users. The results clearly
indicate that there is marked improvement in the decisionquality of
associated farmers on all aspects of value chain, right from agricultural
46
input selection to post – harvest management to final marketing of their
produce. In these days of cutthroat competition, on market trend
empowers farmers to make better decisions on all 18 aspects of farming
decision making. By proving solutions to specific queries of the farmers
regarding plant diseases and expert opinion on other problems related to
agriculture, ITC helps them to recognize the root cause of the problem.
Once the problem is identified , ITC helps the farmers by providing
information about the alternative courses of action, and thus an informed
consumer is in better state to evaluate the alternatives and make the
purchase decision.
The results also shows that the e-choupal helps farmers throughout the
production phase of the farming process. The farmers after association
with the e-choupal could take much better care of the crops, be it
scientific plant nutrition or protection method or farming methods
specific to each crop and region.
*======*======*
LIMITATION:-
The time factor was one of the limitation because of which more
analytical tools were not been used.
47
There are several ICT enabled governance systems which share the
common objectives of empowering farmers to make right decision
related to farming practices. The study would have provided more
meaningful insight if users of other ICT enabled system were
compared with users of ITC’S E-CHOUPAL.
*======*======*
BIBLOGRAPHY
Web Resources:
http://www.google.co.in/
48
www.itcportal.com
www.itcportal.com/sets/echoupal_frameset.htm
http://www.echoupal.com/
Books:
•C. R. Kothari ‘Research methodology’, vishwa publication, New Delhi.
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