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Semelhante a ICRISAT's Agri-Business Incubator Promotes Agri-Tech Commercialization
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ICRISAT's Agri-Business Incubator Promotes Agri-Tech Commercialization
- 1. Agri-Business Incubator ICRISAT International Crops Research Institute for the Semi-Arid Tropics Kiran K. Sharma
- 3. Where is ICRISAT? Staff based at eight locations across Africa and Asia World headquarters: Patancheru, Andhra Pradesh, India Semi-Arid Tropics
- 4. ICRISAT’s Vision To improve the well being of the poor who live in the semi-arid tropics through agricultural research for impact
- 18. ABI: Integration with ICRISAT activities Technology Innovation Center [TIC®] ABI-ICRISAT Innovation Incubator ( Private Sector ) Collaborative Research ( Public Sector ) ICRISAT R&D DST Other Donors Consultations IPR Management ICT Center for Dryland Development Watershed Consulting firm $$$$ $$$$
- 23. Governing Board (GB) Director General ICRISAT Standing Advisory Committee (SAC) Manager ABI-ICRISAT Management Support System Project Leaders of Technology Programmes to be Incubated CEOs of Companies at ABI Organization of ABI
- 24. Modus operandi of ABI-ICRISAT Agri-Technologies R&D Centres of Excellence Universities /Academic Institutes Entrepreneurs Joint Techno- Commercial Evaluation + Further R&D at ICRISAT ICRISAT bench/ pilot-scale technologies ABI for scale-up semi-commercial production & incubation Technology transfer & commercialization Products/Services available in the market
- 28. 1. Lab and adminstration space (~10,000 sq ft.) 2. Undeveloped space (as required) 3. Farm space (as required) 4. Glasshouse and transgenic glasshouse (as required) Development & Maintenance cOST of ~ 70 Lakhs to be recovered on actual basis ABI-ICRISAT ICRISAT Contribution
- 32. See Technology Development cycle Goes to stage 8 and proceeds ABI-ICRISAT Pert chart of activities Start project 1 0 months 01/01/03 01/01/03 ICRISAT ABI office established 4 1 month 01/01/03 31/01/03 Business Opportunity workshops Once in every 6 months Constitution of GB 3 1 month 01/01/03 31/01/03 Team recruitment/Assemble 4 0.5 months 01/01/03 15/01/03 Identifying Entrepreneurs 9 7 days 01/04/03 07/04/03 Constitution of SAC and Appointment of Acting Coordinator 2 0.5 months 01/01/03 15/01/03 Planning of business opportunity workshop 5 0.5 months 01/02/03 15/02/03 Ist GB Meeting 6 1 day 01/02/03 31/03/03 Business opportunity workshop 7 2 days 01/04/03 30/04/03 Identification of technologies for incubation 8 7 days 01/04/03 07/04/03 GB Meetings Once in every 6 months Standing Advisory Committee meeting Once in every 3 months or as required Financial status and progress report Once in every 6 months Mid-term review of ABI 10 2 months 01/06/05 31/08/05 Incorporate suggestions of the review as appropriate 11 2 months 01/08/05 30/09/05 Project review and plan for future development 12 3 months 01/10/07 31/12/07 Market demand survey for commercialization 8.1 6 months 01/01/03 30/06/03
- 35. HNPV technology for insect bio-control Budget & Cost Details *4-6 months for startup time, awareness, market analysis, training 38.4 Return 12 Mo X Rs. 3.2 lakhs Lot!! Current market demand 36.0 Total cost 16.0 Recurring cost 3.2 Output in Rupees/month [Current market value for 1 LE = Rs. 2.0] 1.6 Total HNPV production per month (in Larval units Equivalents; LE) 20.0 Capital cost Cost (Rs. in Lakhs) Item
- 44. ABI Integration with partners Technology Innovation Center [TIC®] ABI-ICRISAT Innovation Incubator ( Private Sector ) Collaborative Research ( Public Sector ) AP-NL Project Outputs (micro-enterprise) AP-Genome Valley Project
- 45. The Team K.K. Sharma V. Mahalakshmi N.S.S. Prasad T.N. Menon F. Waliyar S.N. Nigam O. P. Rupela G. V. Ranga Rao H. C. Sharma N. Mallikarjuna S. P. Wani C. Bantilan J. H. Crouch S. Chandra H.D. Upadyayay A. Hall William D Dar B. Manjula
- 46. Thank You
Notas do Editor
- Key features of India agricultural sector Significant productivity advances in main food staple, but accompanied by large food surplus in recent years – 29 million tones for rice alone Agricultural production characterized by predominately small holder production system. Couple with a large rural population of approximately 750,000 million people most of who are dependant on agriculture production and employment. One of the largest concentrations of agricultural and food scientists in the world, including in advanced scientific areas. Complementary scientific and management expertise held in a large number of world class organization in India A large domestic market for agricultural produce and following liberalization, opportunities for produce export. Agricultural sector well integrated in market economic. High demand for purchased inputs- seed, pest management inputs. A well advanced economic liberalization programme with very attractive opportunities emerging for the private sector in both input and output markets. A emergent vertically integrated food industry offering the opportunity to more efficiently link primary producers to consumers via private industry. Related food habit changes in urban sector towards proceed convenience foods. A well established private seed industry, with many large companies investing in R&D. A nascent private biotechnology industry in the health and agricultural sectors. Complementary capacities in information technology provide a potential comparative advantage in bio-informatics.
- -R&D in the public sector has tended not to interface with private enterprise and so is disconnected from the broader market developments and demands. Underlying assumption that research, technology development, technology transfer, and technology use were a sequential tasks, has limited the emergence of more iterative relationships between science, the market, and technology users. WTO means that Indian agricultural and the agro-based industries must become more competitive, both in terms of price, but also in terms of quality. In many sectors a quality reputation is yet to be built. Indian wheat prices for example are significantly higher than international prices due to policy distortions in India. Entry into global markets and international competition requires rapid technical change in both production and post-harvest arenas. Existing institutional arrangements make this difficult, particularly so where scientific expertise cuts across exiting organizational boundaries and where partnership between public and private sectors are required. New, flexible and evolving multi-agency groupings are required. Environmental degradation and loss of biodiversity are emerging as major threats to the sustainability of current agricultural development strategies. Science needs to provide new strategic opportunities that go beyond ameliorating existing constrains, and contribute to an new development paradigm that will prove sustainable in the long run. Rural poverty remains, with more than 450 million people surviving on less than a dollar a day. Agricultural development must address this problem through technological and institutional changes, that draw on the creativity of science, the public and private sectors in ways that genuinely enfranchise the poor.
- It is important to test transgenics under totally safe conditions for which we have recently commissioned a transgenic greenhouse. ICRISAT follows all the guidelines of the Government of India in this regard. Once we prove that all transgenics with which we are dealing are safe, we will be very keen to work with scientists of the programs to test them under field conditions so that farmers can receive benefits as quickly as possible.
- It is important to test transgenics under totally safe conditions for which we have recently commissioned a transgenic greenhouse. ICRISAT follows all the guidelines of the Government of India in this regard. Once we prove that all transgenics with which we are dealing are safe, we will be very keen to work with scientists of the programs to test them under field conditions so that farmers can receive benefits as quickly as possible.