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<ul><li><keyword id="357923" type="PERSON" weightage="20" keywordseo="Yogesh-Chaudhary">Yogesh Chaudhary</keyword>, Director, <keyword id="913970" type="COMPANY" weightage="20" keywordseo="Jaipur-Rugs">Jaipur Rugs</keyword> shares his plans on spending the earmarked Rs 4.5 crore on marketing.</li><li>He further shares with us how the organisation has supported underprivileged women and helped them become self-reliant since 1978.</li></ul>India is currently a leader in the production of <keyword id="455352" type="UNKNOWN" weightage="20" keywordseo="handmade-carpets">handmade carpets</keyword> and 90% of the carpets are exported from our country. However, a systemic practice of oppression through caste discrimination has been followed in our country for a very long time. Rugs and woven carpets are made by local artisans in rural India, who often do not get their due credit or even the right remuneration for their art and work. Jaipur Rug, a handwoven carpet brand, was founded by Nand Kishore Chaudhary at a time when the practices of the Indian caste system were extremely rigid and upper-class men working with Dalit women was frowned upon (openly). He was on a mission to help rural and tribal women become independent and get recognised for their talent. He started his business with two looms and nine artisans. It is now a social business that connects rural craftsmanship with global markets. He has impacted the lives of 40,000 rural artisans spread across villages in North and West India. Over 80% of the artisans are women and about 7,000 tribals. He successfully built a profitable business by exporting handmade carpets by these artisans and its biggest market today is the US. <div type="image" title="JAIPUR_RUGS_Artisants_AW8I3784" msid="82178763" hostid="261"></div> Sharing how it all started, Yogesh Chaudhary, Director of Jaipur Rugs said, “ Back then, the practices of the Indian caste system were rigid, and the weaving community was considered ‘untouchable.’ Nand Kishore Chaudhar had to work against the system to realise his dream. His family frowned, while he enjoyed working with the weavers and sharing daily meals with them. Through his effortless connection with the rural communities, he quickly gained trust and began bringing livelihood opportunities to more and more underprivileged households. In a few years, he moved to Gujarat and spent nine years training more than 2500 people from the tribal community. Today, the modern and eclectic collection of rugs are retailed across three stores in India and exported to more than 65 countries.” Jaipur Rugs clocked an export revenue of about ₹5 crore in the first year of its operations. The company today works with a number of ethnically diverse communities spread across 600 villages in five states that lie in some of the most impoverished regions of India. <table style="border-width: initial; border-style: none; table-layout: fixed; width: 451.276pt;"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;background-color:#6d9eeb;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Revenue/profit (In INR crore) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;background-color:#6d9eeb;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;"> </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">FY15 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">137 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">FY16 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">153 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">FY17 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">133 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">FY18 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">125 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">FY19 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">155 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">FY20 (till Dec) </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">125 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;"> </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;"></td></tr></tbody></table> Due to COVID, people have been stuck at home and the carpet market is picking up again. Jaipur Rugs has earmarked Rs 4.5 crore for marketing this year. It would spend most of its marketing monnies on digital media. “We are bullish because Covid has led to an increase in homeownership and renovations. People are spending a lot more time at home and they want it to reflect their personality and positivity. We plan to spend a lot of it on social media and several digital and physical exhibitions and events. We have a number of unique collaborations in the coming year,” said Chaudhary. According to IBEF, India is responsible for around 40% of worldwide export of handmade carpets. Export of carpets from India stood at US$ 1.37 billion in FY20, while that of handicrafts excluding handmade carpets reached US$ 1.79 billion during the same period. The total carpet export was $ 893.99 million between April and November 2020 and for handicrafts excluding handmade carpets, it was US$ 989.92 million. The Indian carpets and rugs market is highly competitive and fragmented in nature. There are over 2000 manufacturers present in the market. On what helps Jaipur Rugs stand out in this huge market, Chaudhary said, “We have a powerful story as a brand. In addition to that, we also offer the largest variety in terms of designs and price points to our clientele making it convenient for them to shop at one place.” This year, it would focus on digital marketing and opening a physical store in Bengaluru and an experience centre in Jaipur. Based on this strong marketing and expansion plan, the company is aiming to grow by 15%. “We are looking at a growth of about 15% for FY22. We retail out of four stores in Jaipur, Delhi and Mumbai and have a significant digital audience. We are looking to expand both physically and digitally to take our existing audience base up by 10X. Apart from that, our focus this year is to do a lot of internal improvements in the business. We are taking a hard look at the underlying philosophy of your business and not just its mechanics. There is a clear purpose that our business has. A gap in the market that we fill. We are focusing on that to make informed changes for the next phase of growth,” said Chaudhary.

Meet Jaipur Rugs, an organisation that is empowering marginalised women in Rajasthan and exporting its local rugs to 65 countries

<keyword id="15492" type="CITY" weightage="100" keywordseo="Vodafone">Vodafone</keyword>, as it planning to provide customized communication services, is in talks with a state election commission. The services will be including a monitoring system that would allow the election commissioner to see as many as 22,000 polling booths at one shot, as India's second largest telco bets on its enterprise business to drive growth. 
 The talks include way to facilitate payments to all volunteers directly via Vodafone's mobile wallet, Nick Gliddon, director for business services at <keyword id="6354923" type="COMPANY" weightage="20" keywordseo="Vodafone-India">Vodafone India</keyword>, told ET. 
 
This move comes along as Vodafone is looking to beef up its enterprise services at a time when its retail mobile business is under intense competitive pressure after the entry of Reliance Jio Infocomm. 
 Vodafone has worked with the election commission during recent polls in certain placesand now is also tying up with <keyword id="113684" type="COMPANY" weightage="20" keywordseo="microfinance">microfinance</keyword> firms and startups. 
 
Vodafone Business Services contributed 16.4% of Vodafone India revenues in the first half of the current fiscal year. Its enterprise vertical is growing at twice the rate of the industry. 
 
Experts said this vertical would be a key growth driver for the industry. "Mobility business is reshaping itself in the midst of slower customer additions, dipping data margins, challenges from OTT (over-the-top) players among others. 
 “Enterprise business is expected to be a significant growth contributor in the future,” Jaideep Ghosh, chief operating officer for management consulting at <keyword id="50041" type="CITY" weightage="20" keywordseo="KPMG">KPMG</keyword> in India, told ET. 
 Gliddon said the company has tied up with Bharat Financial Inclusion (erstwhile SKS Microfinance) and Muthoot <keyword id="6422614" type="COMPANY" weightage="20" keywordseo="MFI">MFI</keyword> for disbursement, collection and digitisation of loans. 
 
"The digital disbursement and collection through M-Pesa has enabled speedy micro-loan disbursement by MFIs (microfinance institutions) and weekly/monthly collection of micro-EMI payments by borrowers. Digitisation has also eliminated cash carrying and cashtransit risk for the MFIs. Vodafone launched its MFI pilot in June 2014,” he told ET. 
 Since then, it has expanded operations to eight states. Jaipur Rugs, the country's largest rug manufacturer, now pays artisans via MPesa mobile wallets. Vodafone also works with <keyword id="4009760" type="UNKNOWN" weightage="20" keywordseo="water-health-india">Water-Health India</keyword> to collect cash from across 450 locations in <keyword id="37102" type="COMPANY" weightage="20" keywordseo="Andhra-Pradesh">Andhra Pradesh</keyword>, Telangana, Gujarat, Karnataka and <keyword id="20154" type="ORGANIZATION" weightage="20" keywordseo="tamil-nadu">Tamil Nadu</keyword>.

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Meet Jaipur Rugs, an organisation that is empowering marginalised women in Rajasthan and exporting its local rugs to 65 countries

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