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Index of Paper Presentations for the Parallel Sessions - Academy of ...

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demand, but <strong>the</strong> social developmental characteristics <strong>of</strong> grassroot innovations make <strong>the</strong>m even moreimperative. We have seen from <strong>the</strong> case study that <strong>the</strong> institutions play a very vital role in <strong>the</strong> diffusion <strong>of</strong>grassroot innovations. To reiterate; grassroot innovation in most cases is a solution or a workaround <strong>for</strong> asituation faced by people in <strong>the</strong>ir day to day employment.The makes <strong>the</strong> role <strong>of</strong> intuitions key in <strong>the</strong> context <strong>of</strong> diffusion. The diffusion <strong>of</strong> <strong>the</strong> innovation in <strong>the</strong> casehas clearly started from <strong>the</strong> institutional angle (when Matsyafed planned to diffuse <strong>the</strong> innovation). Theinnovation having social aspects that can be addressed through <strong>the</strong> adoption <strong>of</strong> <strong>the</strong> innovation makes itimportant to venture into different ways innovation can happen. Unlike in <strong>the</strong> established literature, in anemerging market grassroot innovation diffusion case, <strong>the</strong> diffusion cannot just be end-user driven, but canbe institutional driven as <strong>the</strong> case mentions about Matsyafed and CIFT.Diffusion can happen also through <strong>the</strong> community. The community, mostly referring to an in<strong>for</strong>malinstitution, can spearhead <strong>the</strong> diffusion process and <strong>the</strong>reby get <strong>the</strong> product to be adopted by <strong>the</strong> end-user.In <strong>the</strong> context <strong>of</strong> <strong>the</strong> case in discussion this brings in <strong>the</strong> role <strong>of</strong> <strong>the</strong> in<strong>for</strong>mal Sangham. The Sanghamoperates in association with Matsyafed, but is different from <strong>the</strong> Matsyafed organization. Sangham has itsrepresentatives elected on a democratic voting system by <strong>the</strong> local fishermen; <strong>the</strong>y <strong>the</strong>n act as <strong>the</strong> agents tointeract with Matsyafed. Unlike <strong>the</strong> agent system <strong>of</strong> fish sales in most parts, in places that have a Sanghamoperating <strong>the</strong> Sangham gets to keep all <strong>the</strong> fish, <strong>the</strong>y <strong>the</strong>n sell <strong>the</strong> fish and keep 8% <strong>of</strong> <strong>the</strong> money to<strong>the</strong>mselves. The 8% <strong>of</strong> <strong>the</strong> daily sales is fur<strong>the</strong>r divided into four components• 1% is accumulated and paid as bonus, back to <strong>the</strong> fisherman <strong>for</strong> <strong>the</strong> 2 months fishing isbanned• 1.5% is taken as a charge to <strong>the</strong> Sangham• 1.5% is paid to Matsyafed <strong>for</strong> <strong>the</strong> facility development• 4% is <strong>the</strong> commission to <strong>the</strong> agent who operates on <strong>the</strong> ground <strong>for</strong> <strong>the</strong> fish auctionThus <strong>the</strong> Sangham becomes a very effective and strong organization. The Sangham also provides loans <strong>for</strong><strong>the</strong> fishermen, which varies based on <strong>the</strong> needs <strong>of</strong> people. The Sangham after giving <strong>the</strong> loan has a uniquesystem <strong>of</strong> repayment also. They get <strong>the</strong> entire fish from <strong>the</strong> fisherman and in case <strong>the</strong> catch <strong>of</strong> <strong>the</strong> day ismore that specific amounts say Rs. 1500, <strong>the</strong>n <strong>the</strong>y take some amount as a loan repayment from this alongwith <strong>the</strong> normal 8%. This ensures that <strong>the</strong> fishermen are able and do <strong>the</strong> payments in time. These <strong>for</strong>ms <strong>of</strong>in<strong>for</strong>mal associations can help guide <strong>the</strong> diffusion <strong>of</strong> innovation.The key marketing implications here would be to identify <strong>the</strong> fact that <strong>the</strong> diffusion <strong>of</strong> innovation on <strong>the</strong>grassroot level could happen through three levels;• Institutional Driven• User Driven• Community DrivenMarketing research has to address this issue by incorporating <strong>the</strong>se concerns into <strong>the</strong> literature andestablishing guidelines to enable <strong>the</strong> use <strong>of</strong> each <strong>of</strong> <strong>the</strong>se in <strong>the</strong> diffusion practice.ConclusionThe paper is an attempt to explore <strong>the</strong> diffusion <strong>of</strong> grassroot innovations at <strong>the</strong> grassroot level in anemerging market scenario like in India. The paper builds on an exploratory case study that has looked at<strong>the</strong> issues <strong>of</strong> diffusion <strong>of</strong> a Diesel based marine engine hat was made to replace <strong>the</strong> kerosene based engineand provide superior fuel efficiency.The paper looks at <strong>the</strong> societal context in <strong>the</strong> grassroot level and identifies issues that need to be addressedto ensure better diffusion <strong>of</strong> innovations. Challenges are highlighted in <strong>the</strong> areas <strong>of</strong> (1) financial resource

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