Even in our modern world, there are the conservative types who believe a woman's place is at home. Then there are those who say women enjoy cooking - so they should take their place beside the hearth. Well - here's one woman who self-professedly enjoys cooking nutritionally-rich food, yet who has stepped out into the competitive business arena of nutritional supplements to convert this pleasure into a thriving business.

So what does Lalitha Rao Sahib do for a living? As the proprietrix of Nuthatch Nutricare Technologies, she has stretched her culinary skills to develop secret health-boosting formulae, or more precisely health supplements plus a range of dry processed foods.

1% inspiration, 99% perspiration!

The inspiration to take the plunge into this field, for this gutsy founder and her husband came from the latter's long stint with Voltas Limited's pharmaceuticals and consumer product division, during which among many others he handled the Haff Mann La Roche account - a Swiss company leading in vitamins. This exposure to food and nutritional supplements inspired the duo to start Nuthatch (Bangalore) in the year 2000. Today, Rao Sahib manages Nuthatch's administration and finance, leaving her free to experiment in their R & D labs and monitor the manufacturing and quality processes.

Back then, Lalitha was 30, and armed with not much more than a degree in mechanical engineering in SPM design, and a desire to make it good. But one thing in her favour was her recognition of a trend that was just emerging, yet poised to grow. Even so, the early years were a struggle. The awareness of nutritional products was low, so the same had to be promoted through a doctors' prescription. This in turn entailed a widespread, dedicated field marketing force. Finding trained staff was a difficulty, partially attributed to the emerging BPO industry that attracted talented people - this required Lalitha to take her products to exhibitions herself, to promote them and the concept. At the time, the discounts in hall rentals she received for being a member of AWAKE were a welcome relief.

A change of course to boost business

As Lalitha elucidates, "Sometimes, paying my son's fees was also a problem." Evidently, the business needed steering to change course, so as to tread a more profitable route. This happened in 2002, when the twosome determined to tie-up with larger organizations to market their products. This decision would allow them to focus on developing their line - something Lalitha cites as their core strength.

Thus, Nuthatch joined hands with ITC Limited (Food Division) to manufacture Sunfeast Pasta Treat in six different tastes, and the Aashirvaad range of instant mixes including rawa idli, gulab jamun, rice dosa, rice idli, rasmalai, vada and kaman dhokla. A second marketing tie-up with the Elder Group of companies, included the supply of nutritional supplements like PediaJoy, a total growth plan for 2 years and above children, available in chocolate and vanilla tastes; Elnutrin - C, a nutritional supplement for cardiovascular disorders, available in malt, saffron, and almond flavours; Elnutrin - D-Nutritional supplements for diabetes, available in malt, saffron, and almond tastes; and Thrive RD, an orange flavoured nutritional food supplement containing essential electrolytes and natural fruit powders.

In 2007, Nuthatch was signed on by the Hong-Kong based Watanmal group to export the Gino brand of soup and stew seasoning powders in five variants.

Nuthatch firmly adheres to confidentiality clauses governing the product processes implemented for its clients - a characteristic that Lalitha believes has won their principles transparency and trust - and success in no small measure.

Success in no small measure

From one employee in 2000 to 200 in 2007, from a production of 12 mt per annum to 1400 mt per annum, from relying on one small 25 kg blender in a facility established with a capital of 35,000 rupees to machines and a full-fledged lab worth crores of rupees, from a production area spanning 100 square feet to 35000 square feet production facilities spread over four units, Nuthatch has truly come a long way.

But according to Lalitha, the best is yet to come. The market for processed food products is picking up now, and as an early player, Nuthatch has an edge over newcomers in handling the process and operations. No wonder she has set an ambitious vision for Nuthatch - to be the best and largest dry-blending manufacturing facility (powder form) in the country having an international standard manufacturing facility by 2010. Alongside the physical infrastructure, the company will continue to focus on tie-ups with high profile companies, while concentrating on R & D so as to meet its principle's needs at a competitive price and high quality.

Looking back, Lalitha emphasizes that their breakthrough did not come solely from agreements with leading companies. She lauds the financial support rendered by the Syndicate Bank, their focus on implementing best practices and professional management techniques, employing untrained staff and training them to their specific needs, taking care of members like family - as other factors that contributed to Nuthatch's success in no small way.

Introspect before moving forward

As a result, the Rao Sahib couple now takes time out for thanksgiving, and perhaps to test the stamina-yielding efficacy of their products by walking the 284 km stretch from their residence to Tirupathi every year. The walk takes a week, and besides giving them an opportunity to bond and reflect, it boosts their morale, mental stability, and ability to adjust to varying environmental conditions. According to Lalitha, "it has indirectly helped in my business."

Perhaps that's why in the same breath, she opines, "I feel can go a long way. I am proud to be a woman in this field especially now that our initial hiccups of finance are overcome." Nevertheless, for the benefit of those still starting out on entrepreneurial ventures, she shares an observation that unlike foreign countries where new concepts are [more] easily financed, India lags behind as here established units receive more recognition, and hence more backing. For instance, today she needs three acres of land to build a new unit, but her deposit made to KAIDB (through AWAKE) is still pending. At the same time, buying land without this support is unthinkable because of the high cost.

Somehow, even though we leave Lalitha pondering over her latest expansion problem, we have no doubt that she will apply her ingenuity to surmount this challenge too. n

Charu Bahri is an author, freelance writer, columnist and [part-time] manager - projects and information systems at J Watumull Global Hospital & Research Centre. More about her at http:/\ charubahri.googlepages.com

Issue BG83 Feb 08

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