Innovation in India could be a lesson for Indonesia

Innovation in India could be a lesson for Indonesia

David O'Brien, Jakarta

India (if you believe the hype) is developing its economy to
be the "next China". Rather than being the factory of the world
it is portraying itself farther up the value chain. It sees
itself as supporting the factory in software design and support
services. This is the vision and promotion; so what is the
reality and are there parallels with Indonesia?

The recent election and subsequent loss by the BJP was seen as
an indictment of this "India Shining" policy. The Congress Party
returned to power on the back of support from rural supporters.

The facts hit home about the inequality between the shiny,
high technology jobs in the larger cities and the hand to mouth
existence of the predominately (72 percent) rural population.
The fact remains that a small proportion of the urban population
is enjoying the fruits of the high technology revolution.

I recently came across a story as to how a private sector
initiative is seeking to address the gap. An Indian company is
seeking to bring together the best of the information technology
expertise of the urban areas to the rural sector. In May,
Imperial Tobacco Company (ITC) won the inaugural "World Business
Award" given to companies assisting development in poorer
countries.

The business model developed brings the Internet to rural
villages. It allows farmers to check the prices for their
output, order fertilizer and other inputs, check weather details
and request information from specialists to solve problems and
improve crop yields. Once the Internet is established on this
basis, other village members can obtain network benefits.

ITC is the largest tobacco company in India. Although owned
30 percent by multinational giant BAT Industries, it has an
Indian CEO, Yogesh Deveshwar. When Yogesh was appointed BAT made
clear it wanted to concentrate on the core business of
cigarettes. Deveshwar however holds a different view of core
business as applied to developing countries.

He believes that in a developing country such a concept is
less applicable due to the developing nature of its economy. A
successful company with strong returns should be in a position to
take further strong positions in other industries.

Thus ITC is now involved in other consumer goods, paper and
packaging and agribusiness. The agribusiness was the kernel for
the village e-business network. To date some 5,000 villages have
been connected and it is planned to reach 100,000 with a decade.

The agribusiness can secure its product, enhance efficiency of
the supply chain, reduce price volatility and help ensure quality
standards to maintain its branding. The other side of the
agribusiness is the provision of inputs such as fertilizer. The
farmers overcome issues associated with their small land holdings
by aggregating together and saving on inputs. Market information
allows them to be more informed in selling produce.

The problems associated with the lack of infrastructure at the
village level are solved via VSAT satellite and solar power.
Development at each village site is in the region of US$3,000 --
$6,000 including training. To address the lack of education of a
majority of farmers, the computer is located with a more educated
representative of the community. He fulfills an education role
and earns a commission on orders placed.

All of this led me to thinking about the potential
applicability to Indonesia. Indonesia's population remains
predominately rural as does India's. Infrastructure in terms of
telephone lines and electricity to regions remains limited also.
The network of rent seeking middle men in Indonesia is another
shared complaint that transparency of pricing can help overcome.

In Indonesia there are also very strong tobacco businesses
that have been seeking to broaden their business interests. For
example clove cigarette maker PT Sampoerna Tbk is now involved in
packaging, property, retail, transport and distribution.

The distribution networks developed by all the major tobacco
firms would, prima facie, seem to provide them a capability that
can be built upon. There is a strong agribusiness capability
gained from sourcing their product. Such expertise would seem to
lend itself to leveraging these capabilities similarly to ITC in
India.

Another business that would seem well suited to such a
development would be PT Unilever Indonesia Tbk. It also has a
well developed a distribution network stretching all the way down
to village level. They have also begun to work closely with
farmers to source black soy beans required for their kecap
business. In the face of growing demand and limited supplies
Unilever is developing new supplies in conjunction with farmers.

Yet one other business that came to mind is a new business
recently developed in conjunction with KADIN, the Indonesian
Chamber of Commerce. PT Usaha Kita Makmur is being headed by Eva
Riyani Hutapea, most recently President Director of Indofood.
Hutapea is an individual with a very strong knowledge of consumer
marketing from her time at Indofood.

This experience is to be put in to practice as the new entity
seeks to improve the marketing of handicrafts by the small and
medium sized business segment. These are businesses that are
again concentrated in remote areas. Education on marketing,
production techniques, finance; in addition to feed back on
sales, latest design trends etc. would all boost the capacity of
the sector.

It has the potential to assist these businesses in being able
to adapt to the rapidly changing world of fashion tastes. The
most successful fashion companies are now those such as Zara of
Spain which utilizes technology in constantly adapting products
to meet consumer preferences.

Based on the Indian example it seems a commercial business
case can be made for development upon a single business, i.e.
agribusiness. This is potentially a drop in the ocean.

Beyond the farmers is everyone else in the village that can
benefit. The shopkeeper that can improve his ordering and
inventory management, craft based industries, credit providers
and local government services can all leverage the network. The
public relations aspect of being involved in such development
cannot be overlooked in any commercial assessment.

The writer is a Technical Advisor at CSA Strategic Advisory.
CSA helps businesses through a combination of "soft" behavioral
and "hard" financial advice.