Secondary Thoughts

Secondary Considerations and Future Direction:

Our venture, Jaal Yantra Textiles Private Limited, registered in Delhi, has so far followed a robust business process with board members Saransh and Priya Mishra. With a 51% shareholding by Cynsar Capital, we have collaborated with various individuals and businesses, including Piyush from Darzi on Call, Mohammad Faiz and DK Tailors, Moyna Mazi, and Mustaq Ahmed, all based in Delhi.

Adding to the previously mentioned points, our journey began more like an exploratory experiment. Sham was instrumental in helping us procure our initial fabrics from West Bengal. We leveraged these materials to produce a small batch of designs developed by Seline and John in Auroville.

During this early phase, we also ventured to other parts of India, creating unique pieces in locations as diverse as Ladakh and Pondicherry. These experiences broadened our understanding of local textile traditions and informed our approach to design, laying the foundation for Jaal Yantra Textiles.

These initial steps, though experimental, proved invaluable in shaping our philosophy and operations. We were able to gain first-hand insight into the textile industry, forge key relationships, and identify the unique value we could bring to the market. They affirmed our belief in the importance of sustainability, creativity, and ethical sourcing, values that continue to guide our decisions as we work to grow our brand and expand our impact.

Note: All of the above transactions and relationship are funded and supported by “Saransh”

We have identified key areas for expansion and deeper understanding, such as fabric sourcing, colours and dyes, design and stitching, technology, administration, and financial activities. 

Fabric Sourcing:

We have been sourcing fabric from various suppliers, as well as carrying out a thorough analysis of the yarn's origin, the certifications it holds (organic, fair trade, etc.), and the supplier's practices. We also conduct research to align our offerings with customer demand. 

Our suppliers are varied, including artists from Kutch, Basak, and Pinku, providing us with a diverse array of handloom fabrics. Our current fabric stock includes cotton bamboo, wool, muslin, Kala cotton, modal silk, and linen, all in their undyed state. 

We use a weighted system to decide on fabric sourcing, with points awarded for practices like using handlooms, natural dyes, fair practices, organic production, and local artists. 

Future Plans:

Looking ahead, we aim to maintain an open API-based database for analytics about designers, weavers, intermediaries, tailors, and suppliers. Our emphasis is on a data-driven approach, where we can generate reports and derive value from our fabric sourcing, providing a clear picture of our fabric sourcing process.

We also believe in shared decision-making, involving all stakeholders at all stages. We observe that undyed fabric provides a lot of room for creativity and can result in more fashionable items. 

In terms of technology, our setup is hosted on two websites (https://cicilabel.com and https://shop.cicilabel.com), and costs around USD 50 per month, considering the predicted activity of about 10,000 users. 

Our fabric procurement has spanned locations such as Delhi, Varanasi, Kutch, and West Bengal, and we've also incurred tailoring costs from different tailors. 

Role Division and Future Task Distribution:

Saransh with the help of Sham has been managing a wide range of tasks, including fabric ordering, liaising with tailors and dyers, and delivering the final product. However, to make the process more sustainable, we propose to break these tasks into chunks and assign dedicated roles. 

Our tasks can be broadly divided into primary and minor tasks, which range from fabric procurement and dyeing to design, tailoring, and promotion. We also foresee future tasks such as establishing consistent sizing, creating care instruction labels, and setting up a user-friendly website. 

We've identified three primary roles – Coordinator, Designer, and Promoter, each with their unique responsibilities. 

To enhance our operational efficiency, we propose several structural enhancements:

1. Website: We aim to create a dynamic website with interactive templates that provide a visual representation of the finished product. 

2. Virtual Working Centers: To maintain reliability during high-load situations, we plan to establish at least two independent teams capable of managing all tasks. 

3. Delivery Line: We plan to leverage existing delivery services to ensure a smooth delivery line.

By adopting these strategies, we're confident of creating a more sustainable, efficient, and scalable business model, capable of delivering high-quality, ethically-sourced textiles consistently to our customers.

Incorporating these elements, our refined strategic plan looks like this:

1. Eco-friendly Sourcing: Prioritising sustainability, we aim to source eco-friendly materials or up-cycled fabrics. Sham has already initiated this approach by procuring some material from West Bengal. Our vision is to reduce our environmental impact and contribute to the circular economy.

2. Marketing and Creatives: We plan to set aside a dedicated budget for marketing and creative endeavours. This will enable us to employ part-time models and photographers, and generate monthly creatives for our fashion line. Our objective is to consistently create engaging and captivating content that highlights our unique offerings and values.

3. Process Documentation: To ensure our operations can be effectively replicated by our team or a new team, we are committed to creating a comprehensive operational guide. This will outline each step of the garment production process, making it accessible and easy to understand for all team members.

4. Digitization: We recognize the importance of digitising our operations to improve efficiency, particularly when dealing with unorganised participants. This could involve creating digital records of fabric sourcing, production schedules, and sales, which would streamline our operations and enhance transparency.

5. Freelance Support: Until we achieve breakeven, we plan to work with freelancers for various tasks. This approach will offer us the flexibility and scalability needed at this stage of our business journey.

6.Team Expansion: We're exploring the possibility of onboarding Piyush and Sham as members or shareholders of the firm. By aligning their interests with the success of our firm, we can incentivize them to contribute their expertise to our upcoming fashion line.

By aligning our business strategies with our values of sustainability, creativity, transparency, and inclusivity, we are confident in our ability to deliver high-quality, ethically-sourced textiles to our customers. This strategic approach will ensure we continue to drive growth while staying true to the principles that define Jaal Yantra Textiles.

Data

The current type of fabric we have at present for now

The idea that was followed here if the stakeholder supplies of we gather ourselves the current points 

Course of Purchase that has taken place 

Tailoring Cost so Far

Affiliations and Possible Ideas 

1. Introducing Artist Tax through Cynsar Foundation 

2. Working with possible different eco-friendly materials and recycled materials for garment production.

3. Possible grant application in various countries for technology setup and digitisation of the unorganised sector. 

4. 500women.art Promotion.