REPORT ON

RURAL CLUSTER DEVELOPMENT

A CASE STUDY

Sponsored by
PLANNING COMMISSION, GOVERNMENT OF INDIA

Society for Economic and Social Transition

New Delhi
 PREFACE

The Planning Commission assigned a case study on Rural Cluster Development to the
Society for Economic and Social Transition (SEST). The objective of the study is to
assess, through field surveys, the ground situation regarding existing clusters of small-
scale industries, the problems faced by them and measures to be adopted to improve
the viability of existing clusters as well as the formation of new clusters.

The study has been undertaken in four districts of the state of Uttar Pradesh which have
a rich heritage of rural small-scale industries. The districts selected are those in which
the programme of Rashtriya Sam Vikas Yojana is being implemented. These districts
have better access to resources for rural development programmes which include
implementation of rural cluster development programme.

The study found that while there are very few formal clusters which are recognized and
assisted by the State Government as such, small-scale entrepreneurs of units having
similarities in products, services or raw materials have grouped themselves into informal
clusters to avail the benefits of group action. The study thus extends both to “natural
clusters” formed by units set up to take advantage of locally available skills, raw
materials, proximity to market etc. as well as to “induced clusters” set up by the
government or other agencies through the creation of infrastructure accompanied by a
range of technical services designed to cater to a group of units in a local area.

The survey indicates that small-scale entrepreneurs are quite resourceful and clearly
perceive the advantages of clusterisation. While deficiencies of infrastructure, difficulties
in timely availability of finance etc are cited as problems, the entrepreneurs are equally
keen over getting assistance in economic procurement of upgraded appropriate
technology, getting R&D support from government institutions, training facilities for their
managers, technicians and workers in different areas and regular availability of
information about market trends and marketing opportunities.

The study has come out with some recommendations based on survey analysis,
intensive interactions with the small-scale entrepreneurs, local government officials and
other knowledgeable persons. We hope these will be of interest to the concerned
government departments and industry associations as also to non-government
organisations and researchers in this area.

Shahzad Bahadur
Project Director

iii
 ACKNOWLEDGEMENT
This research study on Rural Cluster Development was conducted with the grant-in-aid
sanctioned by the Planning Commission, Government of India. The report now
presented is the effort of a team of researchers of the Society of Economic and Social
Transition (SEST).

The basic idea for the study emerged out of discussions held in the Working Group on
Rural Cluster Development constituted under the chairmanship of the Advisor (VSI),
Planning Commission. Director SEST, as a member of the working group, had the
benefit of discussions with officers of the Planning Commission, KVIC, SIDBI, NGOs and
others on the subject.

The scheme for project implementation was drawn by S.K.Sinha who also acted as
coordinator. The field studies for the project were conducted under the guidance of
S.K.Sinha and BAL Krishna. Statistical analysis and tabulation was supervised by Bal
Krishna. A.K.Sarkar assisted with the tabulation and analysis of data. Sourcing of
relevant research material through the internet was assisted by Vivek Mathur.

The administrative aspects of the project were looked after by R.C.Nandwani. Computer
assistance was provided by Savita Sharma.

The research study was conducted under the overall guidance of Dr S.P.Gupta,
Honorary Chairman, SEST whose advice at all stages was crucial in providing unity,
coherence and direction to the study.

Shahzad Bahadur
Project Director

iv
 CONTENTS
_______________________________________________________
Chapter Pages
________________________________________________________________

Preface i

Acknowledgement ii

Executive Summary 1-11

I Introduction 13-22

II Background Analysis 23-37

of Cluster Units in the
Survey

III Benefits of Cluster 39-48

Development

IV Constraints in Cluster 49-58

Development and
Suggestions for Improvement

V Prospects, Outlook and 59-69

Recommendations

Tables 71-195

References 197

v
 LIST OF TABLES

_______________________________________________________
Pages
_____________________________________________________________________________

Table 1. Districtwise distribution of sampled units by type of cluster 71

and by year of establishment.

Table 2. Districtwise distribution of sampled units by type of cluster 72

and by type of activities.

Table 3. Districtwise distribution of sampled units by type of cluster 73

and by type of ownership.

Table 4. Districtwise distribution of sampled units by type of cluster 74

and by use of power.

Table 5A. Districtwise distribution of sampled units by type of cluster 75-78

and by major Product/services.

Table 5B. Districtwise distribution of sampled units by type of cluster 79-81

and by production activity of the unit.

Table 6. Districtwise distribution of sampled units by type of cluster 82

and by fixed capital (Rs. in lakhs).

Table 7. Districtwise distribution of sampled units by type of cluster 83

and by working capital (Rs. in lakhs).

Table 8. Districtwise distribution of sampled units by type of cluster 84

and by output (Rs. in lakhs).

Table 9. Disrictwise distribution of sampled units by type of cluster 85

and by size of employment .
st
Table 10A. A Districtwise distribution of employees as on 31 March 86
2001 by type of cluster and by category and sex.
st
Table 10B. Districtwise distribution of employees as on 31 March 87-88
2001 by type of cluster and by production activity of
unit and sex.
st
Table 11A. Districtwise distribution of employees as on 31 August 89
2004 by type of cluster and by category and sex.
st
Table 11B. Districtwise distribution of employees as on 31 August 90-91
2004 by type of cluster and by production activity of
unit and sex.

Table 12A. Districtwise capital/labour ratio by type of cluster. 92

Table 12B. Districtwise capital/output ratio by type of cluster. 92

vi
 LIST OF TABLES (Cont..)
_______________________________________________________
Pages
_____________________________________________________________________________

Table 12C. Districtwise output/labour ratio by type of cluster. 92

Table 13. Districtwise distribution of sampled units by type 93

of cluster and by registration/affiliation with
Association.

Table 14A. Districtwise distribution of sampled units by type 94

of cluster and by getting better facilities
(Power commeding).

Table 14B. Districtwise distribution of sampled units by type 95

of cluster and by getting better facilities (Water).

Table 14C. Districtwise distribution of sampled units by type 96

of cluster and by getting better facilities (use of
internal roads).

Table 15. Districtwise distribution of sampled units by type 97

of cluster and by reporting advantages of being
part of cluster in availability of raw material.

Table 16. Districtwise distribution of sampled units by type 98

of cluster and by quality control facilities in
cluster.

Table 17. Districtwise distribution of sampled units by type 99-100

of cluster and by reporting advantages of being
part of cluster in marketing of products.

Table 18A. Districtwise distribution of sampled units by type 101-104

of cluster and by training need for entrepreneurs.

Table 18B. Districtwise distribution of sampled units by type 105-109

of cluster and by training need for mangers.

Table 18C. Districtwise distribution of sampled units by type 110-115

of cluster and by training need for skilled workers.

Table 19. Districtwise distribution of sampled units by type 116-127

of cluster and by suggestions for improving quality.

Table 20. Districtwise distribution of sampled units by type 128-131

of cluster and by suggestion for reducing cost.

Table 21. Districtwise distribution of sampled units by type 132-139

of cluster and by role of Panchayati Raj institutions
for cluster development.

vii
 LIST OF TABLES (Cont..)
_______________________________________________________
Pages
_____________________________________________________________________________

Table 22. Districtwise distribution of sampled units by type 140

of cluster and by problems faced being a part of
cluster.

Table 23. Distictwise distribution of sampled units by type 141-150

of cluster and by type of shortcomings in existing
govt. policies.

Table 24. Districtwise distribution of sampled units by type 151-159

of cluster and by constraints in cluster development.

Table 25. Districtwise classification of sampled units by type 160-161

of cluster and by advantage of cluster to
owner/entrepreneur.

Table 26A. Districtwise classification of sampled units by type 162-163

of cluster and by advantage of cluster to
society/national economy to a large extent.

Table 26B. Districtwise classification of sampled units by type 164-165

of cluster and by advantage of cluster to
society/national economy to some extent.

Table 27A. Districtwise classification of suggestions received 166-175

for better potential industries by types of cluster
and characteristic available in the region for SSI.

Table 27B. Districtwise classification of suggestions received 176-180

for better potential industries by type of cluster
and characteristic available in the region for
Handicraft.

Table 28A. Districtwise classification of suggestions received 181-182

for improving viability/profitability by type of
cluster and by character in Financing.

Table 28B. Districtwise classification of suggestions received 183-184

for improving viability/profitability by type of
cluster and by character in Infrastructure.

Table 29. Districtwise classification of role of modern 185

information technology in cluster development
by type of cluster.

Table 30. Distrctwise classification of role of NGOs in 186-195

cluster development by type of cluster.

viii
 RURAL CLUSTER DEVELOPMENT
A CASE STUDY

EXECUTIVE SUMMARY

The Planning Commission, Government of India desired a case study to

be undertaken in selected districts to determine, with the help of field
surveys, various aspects of the formation and operation of rural clusters.
The case study was assigned to be undertaken by the Society for
Economic and Social Transition (SEST), New Delhi.

A large number of clusters of various types of industries already exist in

different States. A study carried out by UNIDO has listed 358 SSI clusters
covering 18 types of industries in 16 states. Development Commissioner
S.S.I. through the Third All India Census of Small Scale Industries (2001-
2002) has placed the number of clusters as 1223 in the registered sector
covering 321 products and 819 in the unregistered sector covering 250
products. The number of handicraft clusters has been assessed as 3000
by DC Handicrafts. Number of existing clusters in specific type of
industries such as handlooms has been estimated by different
organizations.

The study has been undertaken with the following objectives.

i. To study the present scenario of existing clusters and the problems

faced by them.
ii. To assess the role of existing policies and programmes in the
development and operation of different clusters.
iii. To assess the possibilities of formation of viable clusters of different
types of industries in the selected areas of study.
iv. To study the additional employment potential in existing and proposed
clusters for unskilled labour, semi-skilled labour, technicians and
professional manpower in different clusters.

ix
 v. To study the availability of raw materials, finance, technical and
managerial manpower in proposed clusters and suggested ways of
improvement therein.
vi. To assess the impact of technology upgradation in improving the
viability of clusters in different sectors of small and tiny industries.
vii. Requirements of training for entrepreneurs and managers.
viii. Other issues relevant to the increase in profitability of clusters.

4. The study extends to “natural clusters” formed by units set up to take

advantage of locally available skills, raw materials, proximity to market etc.
and to “induced clusters” set up by the government or other agencies
through the creation of infrastructure accompanied by a range of technical
services designed to cater to a group of units in a local area.

5. The state of Uttar Pradesh known for the large variety of small industries
operating in different districts was chosen for the study. Four districts of
Uttar Pradesh namely Unnao. Barabanki. Hardoi and Gorakhpur were
selected for the study. These districts are included in the Rashtriya Sam
Vikas Yojana, (RSVY) and have a number of small and medium industries
of different categories running in them to enable a critical study being made
of the functioning of formal and informal clusters. In each district two
Development Blocks were identified based on the discussion held with the
District Planning Officers and in each selected Block, four villages/ semi-
urban areas were selected for conducting the study. Thus eight
villages/semi urban areas in each district were covered for the study. In
each district 150 respondents were contacted through a well-designed
questionnaire. About 125 respondents were owners of small industries of
different categories and 25 were the government officials and other
knowledgeable persons. In all, 611 respondents in all the four districts were
covered.

6. Gorakhpur has the oldest established units where more than 45 per cent of
the units were established prior to 1970. In the other three districts, most of
the units were established in 1990s or even later. Out of 611 surveyed units,
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 65 per cent units are engaged in manufacturing activities, 18 per cent in
processing activities and the rest in servicing activities. More than 40 per
cent of the units were household industries and more than 35 per cent of the
units were reported as proprietorship firms.

7. Analysis of financial parameters revealed that the surveyed units were more
economical in the use of capital as compared to the national average given
in the Third All India Census of Small Scale Industries. Their average output
is also comparable.

8. The 611 surveyed units employed a total of 5498 workers (4462 males and
1036 females), an average of 9 employees per unit as against the all-India
average of 4.48. The share of technical employees in total employment was
observed as 45 per cent (46 per cent for males and 39 per cent for
females). The share of contract workers was 18 per cent, of daily wage
workers 19 per cent and of family workers 18 per cent. The share of women
in the surveyed units was 18.84 per cent. It was more for family workers (28
per cent) and less for contract workers (14 per cent). The national average
for female employment is 13.31 per cent but the average for Uttar Pradesh
is very low at 5.11 per cent according to Third All India Census of Small
Scale Industries.

9. The growth of employment as ascertained from the surveyed units for the
period s 2001 to 2004 has been of the order of 5 per cent per annum. The
demand for technicians and skilled workers is expected to remain strong but
the skills will have to suit the existing industries or those being set up. The
demand and supply of skills can best be matched through planned
formation and strengthening of industrial clusters. The overall percentage of
female workers has gone down from 19.5 per cent in 2001 to 18.8 per cent
in 2004 mainly on account of decrease in the number of contract
employees. While the increase in female family workers could be on
account of domestic circumstances, the increase in the number of female
technical persons is a positive development.

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10. The surveyed units complained about quality of power, inte rruptions in
supply and high tariffs. There were not many complaints about water supply
and availability of raw materials. Provision of storage facilities was desired.

11. The survey has revealed that most of the SSI entrepreneurs are well aware
of the benefits of cooperation and group action even though they may not
be aware of the concept of clusterisation as enunciated by UNIDO and other
agencies. It is recognized that the collective strength of clusters enables its
members to get assistance in availability of raw materials on better terms,
availability of finances for setting up projects, obtaining government
subsidies, updating technology of production, identification of markets,
transportation, storage and marketing. Mutual discussion, increased
awareness and competition within the cluster are also beneficial to the
national economy through more efficient use of raw material, efficient use of
power, increase in productivity leading to increase in workers’ income, a
more congenial labour owner relationship, evolution of local leadership and
promotion of innovation and creativity.

12. Most of the respondents feel that being part of a cluster ensures easier and
timely availability of raw materials as also at a better price, advantage of
adequate storage and highe r credit limits from banks. The presence of
cluster also leads to improvement in availability of quality control facilities. It
ensures regular off take of production leading to low inventories. Being
members of a group, they obtain quicker perception of market changes and
desired improvement in the quality of products. Infrastructure facilities of
roads, power, water supply and pollution control measures can be provided
more conveniently and at lesser cost per unit to clusters of industries.
Membership of clusters helps in obtaining government subsidies and in
getting bank finance.

13. An important advantage of clusterisation is the availability of upgraded

technologies to the members of the cluster. Failure to upgrade technology
has been the main factor contributing to sickness of the small-scale units.
The resources of the small entrepreneur are, however, inadequate to
xii
 properly search for the latest appropriate technology and a suitable
technology provider. Import or local purchase of such technology may be
beyond the reach of an individual small-scale entrepreneur. The cumulative
knowledge and financial resources of the cluster are crucial in identifying the
latest technology and in obtaining the best terms for its transfer to the
members of the cluster desirous of upgradation of their units.

14. The handloom sector has obtained the best advantage of clusterisation. In
this sector the maximum number of industrial units obtained the advantage
of assistance in technology upgradation followed by assistance in obtaining
raw materials, assistance in obtaining better and economic transport and
assistance in obtaining government subsidy. The handicraft cluster units
received the minimum advantage of clusterisation.

15. While the main driving force for clusterisation is the profit to individual
industrial units, such profit maximization by the units, also, leads to
economical use of national resources. Efficient use of power through
interaction in groups has been reported by several units. Strengthening of
infrastructure of rural roads and power lines etc has also been reported by
the group members.

16. The units have, also, given their views regarding the constraints faced by
them in operating these units at maximum efficiency. The biggest deficiency
concerns infrastructure. Erratic power supply and poor connectivity (to
power grid) have been cited as the foremost constraints to growth and it is
felt most keenly in Gorakhpur. Lack of marketing facilities is the second
most felt constraint. The entrepreneurs are not fully aware of government
policies regarding small-scale industry and clusterisation and are not able to
take their full advantage. The district and the village level officials are not of
much help. While the entrepreneurs are fully aware of the necessity of
technological upgradation in order to remain competitive as regards quality
and price, they lack knowledge about latest technologies and the cost of
acquiring such technologies is also a deterrent.

xiii
17. The need for training is keenly felt by the entrepreneurs. The requirements
of training vary for entrepreneurs and managers and for technicians and
skilled workers and have been specified by them in detail.

The areas in which entrepreneurs expressed the need for training are as
follows:
Upgradation of technology
Obtaini ng finance
Dealing with market
Energy conservation
The areas in which need for training for managers are perceived are as
follows:
i. Administration
ii. Production
iii. Labour management
iv. Market trends
v. Finance and marketing
vi. Technological upgradation
vii. Quality and cost control
viii Designs in line with changing tastes and market requirements

The areas in which training needs are perceived for technicians and
skilled workers are:

i. Safe and efficient operation of machines

ii. Knowledge of upgradation of technology
iii. Energy conservation
iv. Increasing productivity – maximizing output
v. Training of workers of small industry in similar large industries
vi. Harmonious employer-employee relations

18. Other areas in which entrepreneurs need assistance are:

i. Assistance to entrepreneurs in preparation of feasibility report

xiv
 ii. Inform entrepreneurs, specially small ones, about facilities
made available by the government and financing institutions.
Dissemination of such information to clusters through newsletter
etc. should be formalized.
iii. Simplify and liberalize procedures for sanction of loans on
single window concept and in a time bound manner
iv. Ensure availability of power and water at reasonable rates.
v. Improve communications
vi. Assist clusters with market information
vii. Assist clusters in selection of proper technology for upgradation.
viii. R&D for technology improvement / upgradation and availability
of R&D to small entrepreneur.
ix. Provide training facilities focusing on needs of clusters
The efforts of the government need to be supplemented by the banks,
financing institutions and other development agencies.

19. The financial and manpower resources of the government are limited and
practically, it is not possible to provide all the assistance needed by all the
small-scale units to remove their bottlenecks and increase their productivity.
It is, therefore, essential to concentrate on the formation and operation of
industrial clusters which should emerge as centres of excellence. The
example of a few successful clusters will induce the other individual units to
come together as clusters and consolidate their strength through unity.

20. The respondents were also asked to give their views as to the nature of
clusters that they considered viable in their districts. The two factors they
considered most important were availability of raw materials and of skilled
workers. They are of the opinion that about 30 clusters can be successfully
established in the four surveyed districts. Product-wise details have been
given.

21. The survey confirms that Small Scale Industry can contribute very
significantly to employment and income generation. The role of Small Scale
Industry (SSI) in providing employment opportunities and mobilizing local
xv
 skills and capital resources has been recognized in all the six Industrial
Policy Resolutions adopted by successive Governments at the Centre. In
the pre-reform period, the Government initiated various reform measures
from time to time to facilitate the rapid development of the SSI sector. These
included policy of reservation, periodical revision of investment ceilings,
schemes for modernization and technological upgradation, marketing
assistance, fiscal incentives etc. In the post-reform period, there has been a
shift in focus from “protection” to “promotion”. The steps taken include
enhancement of investment limits, establishment of growth centres, export
promotion, marketing assistance, incentives for quality improvement etc. An
important initiative in the post-reform period is the emphasis laid on the
cluster development programme. The cluster development approach has
been fully established in government policies. The basic requirement now is
for faithful and efficient implementation of these policies.

22. A primary objective of promoting SSIs has been their high employment
potential specially in rural and backward areas. The growth of employment
in the SSI sector during the period 2001-02 has been estimated in the
Economic Survey as 4.4 per cent. The employment growth in the surveyed
units is higher at 5.1 per cent for about the same period. An encouraging
feature of the employment scenario in the surveyed units is that about 45
per cent of the employment is for technical persons. It implies that unit
owners are realizing the value of quality production which can be achieved
only by employing properly qualified technical persons which would include
technicians and skilled workmen.

23. The important suggestions/recommendations which have emerged as a

result of analysis of the responses received in the survey and also, through
discussions with government officials and other knowledgeable persons are:

i. The present schemes for assistance to clusters are very inadequate.

There has to be manifold increase in providing infrastructure of roads,
power and water and provision of common facilities of testing, quality
and significant R&D support specifically designed to assist particular
xvi
 types of clusters adopting a sectoral approach. Specific allocation for
rural cluster development is suggested for formation of 5 to 10 clusters
during 2005-07.
ii. Technology upgradation requires a coordinated approach for
determining the precise changes in demand, the search for appropriate
technology and a reliable and economical technology supplier,
mechanism for delivery of technology and mobilizing the manpower
required to operate the new technology. Individual small-scale units
and even small clusters may find difficulties in trying to upgrade the
technology of their units so as to be competitive in cost and quality
nationally and inter-nationally. An association within the cluster could
assist individual units and the Ministry could help through a
“Technology Upgradation Fund Scheme” similar to that of the Ministry
of Textiles. Training of managers/ technical persons in upgraded
technology should be arranged.
iii. The stated government policy is to proceed with de-reservation in a
phased manner. 65 items reserved for exclusive manufacture in the
SSI sector were de-reserved in October 2004, bringing down the
number of reserved items to 605. It was announced in the budget
speech for 2004-05 that an additional 108 items reserved for small
enterprises have been de-reserved. Out of these 108 items marked for
de-reservation, 30 are related to textiles including hosiery. Such de-
reservation can lead to loss of market for SSI units which may lead to
their closure and large scale unemployment. While de-reservation
cannot be held back due to WTO commitments, it should be possible
to earmark 25 to 30 percent of government purchases of items
produced by small scale industries to be made only from SSI clusters
on the lines of Small Business Administration of U.S.A.
iv. Lack of technically trained persons has been cited as a constraint. It is
suggested that cluster specific training facilities for technicians should
be provided at Industrial Training Institutes in the vicinity of the
clusters. Facilities for training of managers in administration,
production, accounts, labour relations etc. should be provided in the
Training Institutes of the State Government.
xvii
 v. Industries Departments of State Governments should assist the
clusters in getting assistance about latest technologies from the
concerned R&D institutions.
vi. Modern testing facilities and quality certification laboratories, at least at
the headquarters of the Revenue Divisions, should be provided (if not
provided already) by the Ministry of SSI / State Government. The rates
for utilisation of their facilities should be reasonable to encourage SSI
units to take their full advantage in improving the quality of their
products.
vii. As the resources of the Central and State Governments are limited,
involvement of private enterprises in the provision of infrastructure of
power, water, roads, tele-communications, raw material banks,
information hub etc. for SSI clusters on commercial basis should be
considered. Private institutions could be provided facilities of land etc.
for setting up industrial estates themselves to provide facilities to SSI
clusters.
viii. Financial institutions should provide expeditious one window service to
SSI clusters. Provision of lending, insurance and other financial
services to SSI clusters and units by local micro financial institutions
should be investigated.
ix. “Adoption” of Rural SSI Clusters could be made a part of fulfillment of
social responsibility by the large industries of the area. Local officers of
the Industries Department of the State Governments could discuss
such proposals with the local chapters of the main Industry
Associations such as ASSOCHAM, CII, FICCI etc. Possibilities of
ancilliarisation could also be investigated.
x. Based on the analysis of information available in the surveyed units
availability of raw materials, traditional skills, markets and linkages of
their products to other industries as ancillaries and suggestions
received from knowledgeable persons/ government officials, the type
of potential clusters are mainly agro based units. In Gorakhpur district
Rice mill, Mango pulp, Pickles, Mini-sugar mill, Special handloom
products and Powerloom should be considered as the potential
clusters whereas in Unnao district potential units would be considered
xviii
 like Mango pulp. Pickles, Chikan, Carpet, Zariwork and Powerloom. In
Barabanki district Potato chips, Menthol based , Papad, Rice mill,
Agricultural implements, Powerloom and Terracotta should be
considered as the potential clusters whereas in Hardoi district the
potential clusters might be considered as Mango pulp , Potato chips,
Juice processing , Dairy products, Flour mill, Carpet, Zariwork and
Handloom/ Powerloom.

24 The Rashtriya Sam Vikas Yojana (RSVY) is specifically targeted towards

backward districts and backward areas. Since employment generation is a
primary requisite for poverty alleviation and development, the RSVY should
give priority in allocation of resources to SSI development and specifically
to the development of clusters. There are a number of Government of India
schemes to benefit SSI clusters and allocation of resources by RSVY for
these schemes will help in employment generation and poverty eradication
in RSVY districts.

25 In conclusion, the small-scale sector has a bright future in the national

economy and can truly be the growth sector for the millennium. The path to
SSI growth is through clusterisation. Instruments for growth are available in
government policies and resources for various plan schemes. Efficient
implementation of policies can accelerate generation of additional
employment and incomes in the rural and backward areas.

xix
 CHAPTER - I

INTRODUCTION

1.1 The study.

1.1.1 The contribution of Small Scale Industries (SSI) towards employment

generation, alleviation of poverty and inequalities and development of
backward areas is recognized worldwide. In India, the small scale sector
with over 3.4 million units at the end of March 2002, contributed more than
40 percent of the gross value of output in the manufacturing sector and
about 35 percent of the total exports of the country. They provided
employment to over 19.2 million persons, which is second only to
agriculture. SSIs created more than 3.2 million jobs during the Ninth Plan
period.

1.1.2. The Government has been assisting the SSI sector through policies for
reservation of products for exclusive manufacture in SSI sector,
preferential purchase policy, preferential access to credit, assistance in
technology upgradation and other measures. A comprehensive package
of incentives for SSI sector was announced by the Prime Minister on 30
August 2000.

1.1.3. An important plank of government policy for the development of small-

scale industries as also Khadi and village industries (KVI) is to encourage
formation of “clusters”. A cluster is generally defined as “a geographically,
economically and socially linked proximate group of enterprises in a
particular field with commonalities and complementarities, common
opportunities and threats”.

1.1.4. A large number of clusters of various types of industries already exist in

different States. A study carried out by UNIDO has listed 358 SSI clusters
covering 18 types of industries in 16 states. Development Commissioner

xx
 S.S.I. through the Third All India Census of Small Scale Industries (2001-
2002) has placed the number of clusters as 1223 in the registered sector
covering 321 products and 819 in the unregistered sector covering 250
products. The number of handicraft clusters has been assessed as 3000
by DC Handicrafts. Number of existing clusters in specific type of
industries such as handlooms has been estimated by different
organizations.

1.1.5. The Planning Commission, Government of India constituted a Working

Group on Rural Cluster Development to study various issues regarding
such clusters. It was revealed that the actual operation of rural clusters
was facing a number of problems. In order to assess the ground situation,
the Planning Commission desired a case study to be undertaken in
selected districts to determine, with the help of field surveys, various
aspects of the formation and operation of rural clusters. The case study
was assigned to be undertaken by the Society for Economic and Social
Transition (SEST), New Delhi.

1.2. Historical Perspective

1.2.1 Alfred Marshall, the English economist, is supposed to have propounded

the cluster concept in 1910. He examined the industrial districts found in
Europe. He cited the chief causes of industry localization as physical
conditions such as climate and availability of raw materials. These factors
resulted in benefits or externalities for firms within them such as
technology availability, access to a skilled labour pool, access to inputs
and marketing advantages. These externalities provided competitive
advantage both domestically and internationally.

1.2.2. Economic geographers have tried to explain the existence of clusters on

the basis of cost minimization or maximisation of profit and maximisation
of space utility. The preferred locations for new entrepreneurs are those
where demand is large or supply of inputs is more convenient and these
are places where other producers of similar goods are already located.
xxi
1.2.3. Other economists (Porter - 1998) have argued that the competition that
exists between firms located in a cluster drives productivity and innovation
creating new resource endowments such as skilled staff and technological
know-how. Human capital has also been identified by some as the main
engine of growth.

1.2.4. All these theories of competitive advantage presuppose an existing cluster

of firms. They do not explain why the first one or two firms established
themselves at a particular location. This could be by accident, some
personal preference or due to some exceptional circumstances such as
location of a large industry or government facility require particular types
of goods or services. As the first firms become successful, availability of
workers and investors improves making the location more attractive for
subsequent entrepreneurs.

1.3. Potential for formation of Small Firm Clusters in India.

1.3.1. Clusters of interlinked firms collaborating technologically and strategically

are known to contribute significantly to the economic growth and
prosperity of the regions where they are located. Clusterisation leads to
efficiency in terms of resource use and in promoting inter-industry and
inter-sectoral linkages. Well known examples of such clusters in
developed countries are the textile industry in Northern Italy and computer
software in California’s Silicon Valley. In India, examples of such clusters
are the footwear industry in Agra, sports goods in Meerut, glass products
in Firozabad, computer software in Bangalore, light engineering and
textiles in Ludhiana, hosiery and ready made garments in Delhi, handloom
and powerlooms in Gorakhpur and many others.

1.3.2. Small firm clustering has assumed an increasingly important role in

economic growth. The rise in the preference for non- standardized goods
and changes in consumers’ tastes and requirements have demanded
flexible specialization on the part of producers. Small firms having low
xxii
 capital levels and ample scope to accommodate workers with a variety of
skills enable them to adjust swiftly to market signals. The manufacturing
capabilities of small firms have been enhanced in specific context by
adoption of CAD/CAM micro-electronic based processes. It has been the
experience that such flexibility in small enterprises has led to success only
when the firms have been spatio-sectorally concentrated in industrial
clusters. Such success has been fostered by a high degree of inter-firm
linkages including horizontal linkages and collaboration between firms
forming part of the cluster and vertical linkages between suppliers,
manufacturers and distributors.

1.3.3. Clustering of firms creates an information rich environment with

specialized labour pools. Industry trends and technical innovations can be
communicated quickly between firms in a cluster. Greater levels of social
cohesion and community connections shared between people involved in
geographic clusters facilitate cooperation and collective action.

1.3.4. A significant fact brought to light in the UNIDO study of clusters was that
125 of these clusters have been classified as “natural clusters”. These
clusters have been formed by units set up to take advantage of locally
available skills, raw materials, proximity to market etc. Gradually, similar
types of industries grow in number by utilizing the existing pool of trained
workers who shift from one unit to another. These clusters have grown
spontaneously and not as a result of any policy of the government. On the
other hand, only 13 of the 138 clusters were set up by the government or
other agencies through the creation of infrastructure accompanied by a
range of technical services designed to cater to a group of units in a local
area. Such clusters formed as a result of intervention by the government
or other agency are termed as “induced clusters”. It was also revealed that
while market opportunities had induced formation of 99 clusters, another
33 were formed due to facilities of raw materials or skilled labour.

1.3.5. The conditions conducive to the formation and functioning of clusters have
favoured their location in or near cities where 65 per cent of such clusters

xxiii
 are located. Only about 13 per cent are located in small towns and rural
areas. In order to ensure dispersion of industrial activity, employment and
income generation in the rural areas, special efforts and policy measures
are required.

1.4. Government support

1.4.1. Realizing the importance of cluster formation, the Government of India,

through Development Commissioner SSI launched a scheme “Integrated
Technology Upgradation and Management Programme (UPTECH)” in
1998 which has been renamed as “ Small Industry Cluster Development
Programme”. The programme applies to any cluster of industries where
there is a commonality in the method of production, quality control and
testing, energy conservation, pollution control etc. The scheme covers a
comprehensive range of issues related to technology upgradation,
productivity improvement, energy conservation, diversification of products,
skill upgradation and market development.

1.4.2. The Khadi and Village Industries Commission (KVIC) is taking up

development of 50 clusters during the Tenth Plan. The cluster
development plan seeks to establish forward and backward linkages, set
up common facility centres and common service network support for
cluster units.

1.4.3. The Ministry of Commerce and Industry has an ambitious scheme for
development of industrial clusters during the Tenth Plan period with an
outlay of Rs 675 crore. Under the scheme, industrial clusters with high
growth potential are picked up. The scheme emphasizes converting static
local efficiency into dynamic competitiveness. The scheme supports
innovation, product design and development through association with
specific R&D institutions. It assists the cluster units in developing common
facilities like raw material depots, testing facilities, design centres,
information hub etc. It also assists in appropriate technology transfer,

xxiv
 information sharing and quality improvement. The share of government in
funding the cost of any project under the scheme is limited to 75 per cent
of project cost. The remaining 25 per cent has to be financed by other
stakeholders of the respective cluster. Similar scheme with adequate
outlay is required to be approved for the SSI sector.

1.4.4. The Tenth Plan outlay for the SSI sector is Rs 3449 crore which is only 3.6
per cent higher as compared to the Ninth Plan outlay. This could be due to
non-utilization of about 13 per cent of the Ninth Plan outlay. The position
of utilization needs to be improved in the Tenth Plan. Allocation of
additional funds to the different agencies under the Ministry of Small Scale
Industry for the time bound development of identified clusters of small
scale industries, handlooms and handicrafts is essential. The allocation
should cover the financing and implementation of cluster specific projects
on a pattern similar to that of the cluster scheme of the Ministry of
Commerce and Industry mentioned above. Implementation of these
projects will go a long way in improving the health of the cluster units and
generate additional income and employment.

1.5. World Trade Organization and other externalities.

1.5.1. The small scale industries in any cluster, existing or proposed, will have to
take into account the changes that have occurred in the industrial,
commercial and financial environment on account of liberalisation of the
economy and globalisation. The small-scale industry had, prior to
liberalisation, operated in a protected environment with large scale
reservation, subsidies and little competition from foreign goods in most of
its products. This situation has changed radically and for the worse as far
as small scale industry is concerned.

1.5.2. The de-reservation of most of the items reserved for the small-scale
industry has placed it in competition with indigenous large-scale industry
which can produce the same products cheaper and of better quality due to
economics of scale, improved technology and easier access to credit. If
xxv
 small scale units are to survive and prosper, these facilities will need to be
extended consciously in greater measure in order to obtain the larger
benefits to the national economy in terms of employment and alleviation of
poverty specially in rural and semi- urban areas.

1.5.3. The removal of quantitative restrictions and lowering of cus toms tariffs has
thrown open the Indian market to cheap foreign products from
neighbouring countries. Some safeguards are available through levy of
anti dumping duties but the long -term solution for indigenous small-scale
industry is to upgrade production technology, improve worker efficiency
and productivity and ensure consistency in quality of production.

1.5.4. The removal of quotas for our textile products should also be taken as
opportunity rather than as a handicap. Technology upgradation,
continuous improvement of quality and changes in designs to conform to
the requirements and tastes of foreign buyers can certainly enhance our
market share in the developed countries. It will also improve the
competitiveness of the products of small-scale industry in relation to
similar products of our own large-scale industry.

1.5.5. While these considerations apply to small-scale industry as a whole, these

factors will be relevant in proposing new clusters in rural and semi- urban
areas.

1.6. Role of Panchayti Raj Institutions.

Panchayti Raj Institutions at village and block level can play an active role
in rural cluster development. Local Panchayats are the key to the locality /
region where the clusters are likely to be developed. Panchayats could
provide ground level guidance to the government officials/ agencies in
developing infrastructure like roads, water and power. They could help the
entrepreneurs in conceptualizing viable projects using local resources of
raw materials and skills and could stand guarantor / surety to the
entrepreneurs for the financial assistance from banks / financial

xxvi
 institutions. Panchayats could even provide some financial help to small
enterprises. Panchayats could help the entrepreneurs in getting suitable
manpower. Panchayats could also play an important role in developing
better relations between labour and owners. Panchayats could also help
the entrepreneurs in building construction, acquiring land and also provide
godowns for storage of products if necessary. In this way the role of
Panchayti Raj Institutions is important in the development of rural clusters.

1.7. Objectives of the Study

The study has been undertaken with the following objectives.

i. To study the present scenario of existing clusters and the

problems faced by them.
ii. To assess the role of existing policies and programmes in the
development and operation of different clusters.
iii. To assess the possibilities of formation of viable clusters of
different types of industries in the selected areas of study.
iv. To study the additional employment potential in existing and
proposed clusters for unskilled labour, semi–skilled labour,
technicians and professional manpower in different clusters.
v. To study the availability of raw materials, finance, technical and
managerial manpower in proposed clusters and suggested
ways of improvement therein.
vi. To assess the impact of technology upgradation in improving
the viability of clusters in different sectors of small and tiny
industries.
vii. Requirements of training for entrepreneurs and managers.
viii. Other issues relevant to the increase in profitability of clusters.

1.8 Methodology of the study.

1.8.1 Uttar Pradesh has been known for the large variety of small industries
operating in different parts of the State. The state, according to the Third

xxvii
 All India Census of Small Scale Industries, had 17,07,977 SSI units which
were 16.23 per cent of the total SSI units in the country. The state,
therefore has been chosen for conducting the case study on “ Rural
Cluster Development”.

1.8.2 The study intends to determine the actual field situation in respect of small
scale industries including village industries and their problems in respect
of inputs, labour and marketing of their output (i.e. goods and services)
and to determine as to how these problems could be solved or at least
minimized through the formation of suitable clusters. The study thus aims
to provide inputs for policy formulation regarding development of viable
rural industries clusters.

1.8.3 For the purpose of this case study, four districts of Uttar Pradesh were
selected. The Planning Commission desired that the districts selected for
the study should be chosen from the districts identified under Rashtriya
Sam Vikas Yojana, (RSVY) and should be such which already, have a
number of small and medium industries of different categories running in
them to enable a critical study being made of their functioning as also the
possibilities of cluster formation.

1.8.4 The idea of linking the study with RSVY was that the suggestions thrown
up by the study could be implemented better in RSVY districts where
resources and infrastructure facilities could be made available more
easily. The following four districts of Uttar Pradesh have been selected for
the study.

1. Unnao
2. Hardoi
3. Barabanki, and
4. Gorakhpur
All the above districts selected for the study are identified under RSVY.

xxviii
1.9 Selection of Cluster Units.

In each district two Development Blocks were identified based on the

discussion held with the District Planning Officers and in each selected
Block, four villages/ semi-urban areas were selected for conducting the
study. Thus eight villages/semi urban areas in each district were covered
for the study. In each district 150 respondents were contacted through a
well designed questionnaire. About 125 respondents were owners of small
industries of different categories and 25 were the government officials and
other knowledgeable persons. In all, 611 respondents in all the four
districts were covered.

1.10 Analysis of Data

The information thus obtained has been analysed and report has been
prepared based on the assessments and perceptions of individuals and
organisations who are actual participants in the formation and
implementation of rural industries clusters. The report, thus, presents the
ground realities of clusterisation and the suggestions offered in the report
are based on the actual experience of the respondents in existing clusters,
government officials and other knowledgeable persons who are concerned
with the developmental activities. The report, therefore, is expected to be
helpful to the Planning Commission while considering appropriate
guidelines for Rural Cluster Development.

1.11 Presentation of Report

The report has been presented in the following five chapters along with
the executive summary:
Chapter I Introduction
Chapter II Background Analysis of Cluster Units in the Survey
Chapter III Benefits of Cluster Development
Chapter IV Constraints in Cluster Development and Suggestions
for Improvement.
Chapter V Prospects, Outlook and Recommendations
xxix
 CHAPTER-II

BACKGROUND ANALYSIS OF CLUSTER UNITS IN THE SURVEY

Choice of survey area

The study has been undertaken to determine the role of clusterisation in

the development of small-scale industries and handicrafts. Being in the
nature of a case study, it was limited to one state namely Uttar Pradesh
which has a rich heritage of SSIs producing a wide spectrum of goods
having appreciative buyers in India and abroad. The four districts chosen
for the study, namely Unnao, Barabanki, Hardoi and Gorakhpur are
included in the Rashtriya Sam Vikas Yojana (RSVY) and have small or
large groups of individual units producing similar types of goods. These
groups could be functioning as formal or informal clusters or could have
the potential of cluster formation for their benefit.

District statistics for the district of Unnao for the year 2002-03 indicates
that there were 80 small-scale industries and 2425 khadi and village
industries. Leather, handicrafts, engineering and chemical industries were
the main constituents. The SSIs employed about 700 persons besides
their owners.

Barabanki district had 4462 SSIs and 176 khadi and village industries.
Handloom, fabrication, tractor trolleys and wooden furniture were the main
items produced. SSIs employed about 6000 persons.

Hardoi district has been showing a declining trend in SSIs. In 2002-03,

there were only 75 SSIs and 50 khadi and village industries. The main
items produced were carpets. zari, chikan work, shoes and fabrication
work.

xxx
 Gorakhpur district has a tradition of nurturing small industries. The district,
in 2002-03 had 466 SSIs employing 1662 persons and 126 khadi and
village industries employing 925 persons. The main industries were
handlooms, handicrafts and light engineering goods, paints, shoe soles
and furniture.

The methodology of the survey was discussed with the local officers and
two development blocks were selected as representative in each district
taking into account the concentration of particular types of SSI units there.
The existence of clusters as also the potential for the formation of new
clusters of different types of industry was considered. About 150 units
selected in each district were chosen to give representation to different
types of industry. A total of six hundred eleven units have, thus, been
covered in the study, 154 units in Unnao, 154 units in Barabanki, 153 units
in Hardoi and 150 units in Gorakhpur. (Ref. Table-1)

Gorakhpur has the oldest established units where more than 45 per cent
of the units were established prior to 1970. In the other three districts,
most of the units were established in 1990s or even later. (Ref. Table-1)

The surveyed units have been classified as SSI units, handloom units and
handicraft units. It has been observed that more than 30 per cent of the
units in Unnao are under SSI category, whereas number of such units in
Gorakhpur district is more than 75 per cent. In Barabanki district, SSI
covers more than 40 per cent of the industrial units while in Hardoi also it
is about 40 per cent. Barabanki district has more than 30 per cent units in
handloom clusters whereas in the other three districts it is only about 10
per cent or less. (Ref. Table-1)

2.1.9 Out of six hundred eleven units, 65 per cent units are engaged in
manufacturing activities and 18 per cent in processing activities. Thus
more than 80 per cent of the units are found engaged in manufacturing
and processing activities. This distribution has been observed in all the
districts. Service providing units constituted only 4 per cent of the total
xxxi
 units, the highest percentage of 9 per cent being observed in Hardoi
district followed by 6 per cent in Unnao. (Ref. Table-2)

It has also been observed that more than 40 per cent of the units were
household industries and more than 35 per cent of the units were reported
as proprietorships firms. Around 45 per cent of the units were reported as
not using power which appears to be surprising. However, in Gorakhpur
district, such units were less than 20 per cent. (Ref. Table 3 and Table– 4)

2.2 Distribution of Units by Fixed Capital, Working Capital, Labour and

Output

Capital employed

The main advantage of the small scale industries to the national economy,
as also to the small entrepreneur, is their low capital base. It has been
observed for the surveyed units that more than 85 per cent of them have
their fixed capital below Rs. 5 lakhs, the percentage varying from 79 per
cent to 99 per cent in different districts. Only 5 per cent of the units were
found to have the fixed capital in the range of Rs. 5 lakhs to Rs 10 lakhs.
At the national level, according to Third All India Census of Small Scale
Industries (year 2001-02), 96 per cent of SSI units had fixed capital below
Rs 5 lakhs while only 1 per cent had it between 5 to 10 lakhs (Ref. Table–
6). The survey reveals that fixed capital requirements have increased in
the three years since the Third Census. The national average for fixed
investment per unit increased from 1.60 lakhs for Second Census (1990-
91) to Rs 6.68 lakhs for the Third SSI Census (2001-02).

As far as working capital is concerned, 85 per cent of the units are having
working capital less than Rs. 2 lakhs and only 5 per cent of the units were
found to have the working capital in the range of Rs. 2 lakhs to Rs 5 lakhs
while another 5 per cent fall in the range of Rs 5 lakhs to Rs 10 lakhs. In
case of Gorakhpur and Hardoi districts, the units having working capital
less than Rs. 2 lakhs are around 95 per cent. (Ref. Table -7)
xxxii
Annual Output

The annual output of the surveyed units is low. About 75 per cent of the
units have output below Rs. 5 lakhs whereas about 10 per cent have
outputs in the range of Rs. 5 lakhs to Rs 10 lakhs (Ref. Table -8).
According to Third SSI Census (year 2001-02), at the national level the
average gross output per unit of registered SSI units was Rs 4.22 lakhs.

2.2.3 Capital/ Labour Ratio

The analysis of capital/labour ratio indicates that units in SSI clusters are
more capital intensive. The SSI units have to invest Rs 2.36 lakh for
employing one person whereas for other units it is Rs 46,000. Handloom
and Handicraft clusters seem to use much less capital for employing one
person which is Rs 11,000 and Rs 6,000 respectively. (Ref. Table – 12A)

2.2.4 Output/ Labour Ratio

The output/ labour ratio indicates that the maximum output per labour has
been observed in SSI clusters which is Rs 1.95 lakh. This varies from
district to district and maximum output of Rs 3.92 lakh is observed in
Barabanki district whereas minimum output of Rs 57,000 is observed in
Gorakhpur district. (Ref. Table -12C)

2.2.5 Capital/ Output Ratio

The average capital/output ratio for all surveyed units is 1.08. It is the
highest for Barabanki district at 1.85 and lowest for Hardoi at 0.27. It is
0.41 for Unnao and 0.59 for Gorakhpur. The capital/output ratio is
dependent on the type of industry which is more capital intensive in
Barabanki. Again, the lowest capital/output ratio is for Handicraft cluster at
0.18 and highest for SSI units at 1.21. (Ref. Table–12B)
xxxiii
2.3 Distribution of Units by Size of Employment.

2.3.1 The 611 surveyed units employed a total of 5498 workers (4462 males
and 1036 females), an average of 9 employees per unit. About 48 per cent
of the surveyed units were found to employ less than five persons. This
percentage however varies from district to district. In Hardoi district, more
than 60 per cent units were having less than five employees and the
number of such units in Unnao districts constitutes more than 45 per cent.
It has also been observed that the units employing between 5 to 9 persons
in Barabanki, Gorakhpur, Hardoi and Unnao districts were 49 per cent, 45
per cent, 31 per cent and 27 per cent respectively with an average of 38
per cent. 10 per cent of the industrial units were found to have employed
between 10 and 19 persons, such units being 12 per cent each in
Gorakhpur and Barabanki district and 14 per cent in Unnao. Only 16 units
(3 per cent) employed between 20 to 50 persons and only 8 units (1 per
cent) above 50 persons. (Ref. Table–9)

The Third SSI Census reveals that per unit employment for SSI units at
the national level has gone down from 6.29 in the Second Census to 4.48
in the Third Census.

The share of technical employees in total employment was observed as

45 per cent (46 per cent for males and 39 per cent for females). The share
of contract workers was 18 per cent, of daily wage workers 19 per cent
and of family workers 18 per cent. (Ref. Table-11A)

The share of women in the surveyed units was 18.84 per cent. It was
more for family workers (28 per cent) and less for contract workers (14 per
cent). The national average for female employment is 13.31 per cent but
the average for Uttar Pradesh is very low at 5.11 per cent according to
Third SSI Census while it is as high as 37.15 per cent for Kerala. The
survey, however, indicates that female employment is showing
improvement.
xxxiv
2.3.2 The share of technical workers was higher for handlooms (48.4 per cent)
and handicrafts (51.4 per cent) and lower for SSI units (45.6 per cent).
District wise highest proportion of technically qualified persons is found in
Hardoi (49.8 per cent) followed by Gorakhpur and Barabanki at 48.2 per
cent each and 35.6 per cent for Unnao. (Ref. Table –11A)

2.3.3 The availability of technically qualified persons including skilled workers

pertaining to particular trades is thus crucial to success of small-scale
industries. In small handloom and handicraft units, the owner himself is
the technician.

2.3.4 This also points to proper direction being given to the training institutes
regarding training requirements. Often there is a mis-match between the
expertise of the tradesmen and technicians coming out of the training
institutes and the requirements of the local industry. This problem can be
resolved to a large extent through a proper plan of clusterisation which
would enable the most efficient use of resources including the resources
of training.

2.3.5 Substantial scope for the employment of technically trained persons in

small-scale industry also indicates that high priority should be given to this
sector and clusterisation should be encouraged and facilitated to ensure
viability of individual units.

2.4 Distribution of Units with Respect to Facilities Available in the

Cluster.

2.4.1 Power Supply

According to the survey it appears that about 63 per cent of the

responding units have enough power supply and 85 per cent have
reported availability of continuous supply of power. 52 per cent of the
responding units have indicated availability of power at cheaper rate.
xxxv
 District wise analysis indicates that in Unnao district around 59 per cent
units enjoy continuity in power supply whereas the number of such units in
Gorakhpur, Barabanki and Hardoi district were more than 90 per cent.
More than 90 per cent units in Gorakhpur district indicated availability of
enough power whereas such units in Hardoi are 79 per cent. In other two
districts the units indicating enough power supply are around 40 per cent.
More than 85 per cent of the responding units in Hardoi have indicated the
availability of power at concessional rate whereas such units in Barabanki,
Gorakhp ur and Unnao districts are 70 per cent, 32 per cent and 20 per
cent respectively. Most of the respondents want further improvement in
the quality of power supply, its continuity and concessional tariffs. (Ref.
Table–14A)

2.4.2 Water Supply

In respect of water supply, 60 per cent of the responding units have

indicated enough water supply and around 80 per cent have indicated
continuity in the water supply. Only 33 per cent units indicated that water
is being supplied at cheaper rate. More than 90 per cent of the responding
units in Gorakhpur districts have indicated enough water supply whereas
such units in Hardoi, Unnao and Barabanki are 73 per cent, 41 per cent
and 25 per cent respectively. Availability of continuous water supply has
been reported by 57 per cent of the responding units in Unnao district
while in other three districts such units constituted more than 80 per cent
of the responding units. Ref. Table-14B),

2.5 Distribution of units by Advantage of Raw Material Facilities.

The analysis indicates that 53 per cent of units reported assured

availability of raw materials with a district wise variation from 35 per cent in
the district of Gorakhpur to 75 per cent in case of Barabanki district. 43
per cent of the units reported timely availability of raw materials. However
district wise percentage varied from 30 per cent in Hardoi to 58 per cent in
Barabanki. 47 per cent of the industrial units reported availability of raw
xxxvi
 material at favourable prices. In the district of Unnao, 61 per cent units
reported availability of raw materials at favourable prices whereas the
percentages of such units in Hardoi, Barabanki and Gorakhpur were 54
per cent, 47 per cent and 26 per cent respectively. More than 50 per cent
of the industrial units have shown the extension of credit facilities; but in
Gorakhpur district the percentage of such units is around 35 per cent.
More than 55 per cent of the industrial units reported availability of
facilities for storage of goods at site for which Barabanki district has shown
a maximum of 70 per cent followed by Unnao district with 56 per cent,
Hardoi with 48 per cent and Gorakhpur with 47 per cent. (Ref. Table -15).

Distribution of units by Availability of Quality Control Facilities.

Most of the units in Gorakhpur, Barabanki and Hardoi have reported

absence of any quality control system. However 23 per cent of units (34
per cent in district Barabanki, 31 per cent in Unnao and 29 per cent in the
district Hardoi) have reported some measure of quality control. 16 per cent
of the industrial units in Unnao district have also reported availability of
facilities for quality certification in the industrial area. (Ref. Table-16).

2.7 Distribution of Units by Advantage in Marketing of Products.

2.7.1 The respondents were of the view that cluster formation would be helpful
in the identification of markets for the products of the industrial units
working in the area. More than 50 per cent of the units were of this view
and emphasized that regular off take of their production will bring down
inventory costs. About 45 per cent emphasized role of easier
transportation in bringing down costs. It is interesting to note that in
Barabanki district, regular payment by buyers was reported by than 66 per
cent of the units. (Ref. Table-17)

2.7.2 The need for quick perception of market changes in tastes, quality and
quantity of goods to be produced for sale was emphasized by more than
50 per cent of the respondents. Such information is not available to a
xxxvii
 small entrepreneur. They desired some common facility and government
assistance for the monitoring and communication of such information.
They expressed awareness of the fact that clusterisation would enable
easier and quicker dissemination of emerging market trends. (Ref. Table–
17)

2.8 General awareness of advantages of cluster formation by units

2.8.1 It is recognized that clusterisation of industrial units benefits the

owners/entrepreneurs in various ways. Some of the benefits are
assistance in formulation of financially viable project, assistance in
availability of finance in setting up the project, assistance in obtaining
government sanctions and subsidy, awareness of risks and ways to get
over them, assistance in obtaining raw materials, assistance in obtaining
better and more economical transport, assistance in technology
upgradation and assistance in obtaining marketing facilities. Most of the
units surveyed reported the advantage of assistance in obtaining raw
materials followed by economical transportation, creating awareness of
risk and ways to get over them and assistance in obtaining government
subsidy.

2.8.2 Some other advantages were also perceived as a result of cluster

formation. These were improved worker-owner relations and increase in
worker productivity. As many as 43 per cent of the industrial units
surveyed reported more efficient use and economy in the use of power
due to interaction in the group. 40 per cent of units reported that cluster
formation helped in getting rural infrastructure strengthened. 39 per cent of
the respondents felt that interaction in the group promotes innovation and
creativity. (Ref. Table –26A)

2.9 Training needs for Entrepreneurs, Managers and Skilled Workers.

2.9.1 Training Needs For Entrepreneurs
It has been observed that more than 40 per cent of the responding
industrial units in all the 4 districts have not indicated any training
xxxviii
 requirement for entrepreneurs. This percentage however varies from
district to district; the lowest 26 per cent being in Barabanki district and
highest 72 per cent in Unnao district. 17 per cent of the responding units
have expressed the need for training in respect of upgradation of
technology, dealing with the markets and obtaining finance by the
entrepreneurs. About 14 per cent emphasized training about market
production and finance. 4 per cent of entrepreneurs suggested training
need for energy conservation, economizing in inputs and maximising
output and profit. In Gorakhpur district, a maximum of 25 per cent of the
responding entrepreneurs were in favour of training in respect of market,
production and finance followed by 17 per cent in Barabanki and 14 per
cent in Hardoi district. Maximum 24 per cent of the respondents in
Barabanki district emphasised need of training for upgradation of
technology, market dealing and finance followed by 20 per cent in Hardoi
and 19 per cent in Gorakhpur district. (Ref. Table–18A)

Training Needs For Managers

As far as training needs for managers of different units are concerned,

about 17 per cent of the managers emphasized on training about
administration, production and financial management whereas 16 per cent
of the managers emphasized need of training about labour productivity,.
About 7 per cent of the managers emphasized the need for training on
market availability and finance administration and 6 per cent of the
managers desired training for new technology and marketing. 7 per cent of
respondents desired training on labour management and making
harmonious labour -owner relationship and 5 per cent of the managers
emphasized the need for traini ng about product and market. In Gorakhpur
district more than 20 per cent of the respondents emphasized training
about administration, production and financial management followed by 18
per cent respondents on training for new technology and upgraded
marketing, 14 per cent suggested training about market availability and
finance administration, 13 per cent on training about maintaining workers
and 10 per cent on training about labour management and making
xxxix
 harmonious labour-owner relationship. In Unnao district, training about
administration, production and financial management was supported by 20
per cent of the respondents whereas such percentage in Barabanki and
Hardoi was 16 and 15 respectively. Interestingly the maximum number of
respondents in Hardoi emphasized the need of training about maintaining
harmonious worker-owner relationship. (Ref. Table-18B).

2.9.3 Training Needs For Skilled Workmen/Technicians

In respect of training for skilled workers/technicians, it was observed that

18 per cent of the respondents emphasized training for quality
maintenance and handling of new machinery whereas 11 per cent of the
respondents desired training about new and upgraded technologies. 9 per
cent of the respondents desired initial training for skill development
whereas 7 per cent of the respondents emphasized training for efficient
use of raw materials and quality maintenance. In Gorakhpur district, a
maximum of 39 per cent of respondents emphasized training for quality
maintenance and new machinery followed by initial training for skill
development and training about new and upgraded technology whereas in
Barabanki district the maximum number of respondents emphasized
training for quality maintenance and new machinery followed by training
about new and upgraded technology, training for efficient use of raw
materials and quality maintenance and how to maintain harmonious
relationship between labour and owners. In Unnao district, the emphasis
was on training about advanced knowledge of the art of handicrafts by
about 5 per cent of the respondents whereas in Hardoi district maximum
number of respondents emphasized training for efficient use of raw
materials and quality maintenance followed by training on quality
maintenance and handling new machinery and training on maintaining
harmonious relations between labour and owners. (Ref. Table-18C)

Growth of employment
2.10.1 Information about employment has been obtained from the respondents
for two periods namely for the years 2001 and 2004. It has been tabulated
xl
 for four categories namely technical persons, contract workers, daily wage
workers and family workers. The average rate of growth of employment
during the period 2001-04 has been of the order of 5 per cent per annum.
(Ref. Table -10A and Table-11A)

The growth of employment in the surveyed units can be seen from the
following figures:

Table: Growth of employment in the surveyed units

March,2001 (no.) August,2004 (no.) Annual Growth Rate (%)
Category
Male Female Male Female Male Female Total
Technical persons 1752 342 2069 407 4.9 5.1 4.9
Contract employees 717 145 834 141 4.4 -0.7 3.6
Daily wagers 649 171 844 197 7.8 4.1 7.0
Family workers 600 246 715 291 5.1 4.9 5.1
Total 3718 904 4462 1036 5.3 4.0 5.1

2.10.3 It is seen that the maximum number of workers are in the category of
technical persons (45 per cent) while in the other categories they are
almost equally divided at about 18 per cent each. This implies that small
industry owners are consciously using their skilled workers and technically
trained persons to streamline their production and to upgrade their
technology in order to produce better quality products economically for
meeting market requirements. It also implies that demand for technicians
and skilled workers will remain strong but the skills will have to suit the
existing industries or those being set up. The demand and supply of skills
can best be matched through planned formation and strengthening of
industrial clusters.

2.10.4 It will, also, be seen that employment growth has been steady for all the
four categories of workers. The maximum growth is seen in daily wage
workers, which indicates that industries are expanding but will like to wait
for hiring regular employees till their expansion consolidates. Technical
persons, which form the mist important constituent of the workers, have
shown a consistent and encouraging increase.

xli
2.10.5 Female employment has also shown steady increase except for contract
workers. However, the overall percentage of female workers has gone
down from 19.5 per cent in 2001 to 18.8 per cent in 2004 mainly on
account of decrease in the number of contract employees. While the
increase in female family workers could be on account of domestic
circumstances, the increase in the number of female technical persons is
a positive development.

2.10.6 The district-wise growth of employment for different categories of

employees for the four districts is shown in the table below.

District- wise Annual Rate of Growth of Employment by Type of

cluster and by Categories of Employees (%)

SSI Unnao Barabanki Hardo Gorakhpur All Districts

i
Technical Persons 1.63 4.48 8.41 5.12 4.8
Contract 1.96 7.38 -5.08 2.54 3.1
Employees
Dailywage 3.53 2.78 13.6 21.9 6.3
Workers
Family Workers 2.08 6.95 2.97 5.98 5.2
Total 2.34 5.13 7.6 5.71 4.8

HANDLOOM

Technical Persons 12.5 2.27 6.08 3.42 5.4

Contract 0.83 8.56 1.68 0 2.2
Employees
Dailywage 8.57 0.98 13.26 0 7.6
Workers
Family Workers - 1.16 6.58 -2.69 5.35 3.8
Total 6.63 3.15 6.44 3.42 5.1

HANDICRAFT

Technical Persons 7.44 0 2.98 0 5.2

Contract 11.42 0 -0.49 0 5.3
Employees
Dailywage 19.03 0 6.29 0 10.2
Workers
Family Workers 15.71 0 0.62 0 7.2
Total 10.47 0 2.72 0 6.3

xlii
OTHER

Technical Persons 1.54 5.18 5.74 2.52 3.8

Contract 3.89 14.37 0 8.57 8.3
Employees
Dailywage 4.01 9.52 6.06 0 6.0
Workers
Family Workers 1.56 3.27 -2.46 18.29 3.8
Total 2.42 6.65 4.39 18.91 4.7

ALL UNITS

Technical Persons 2.32 4.14 5.59 5.03 4.9

Contract 3.19 8.52 0.64 2.57 3.5
Employees
Dailywage 5.47 3.13 10.63 21.9 7.0
Workers
Family Workers 4.92 5.81 -1.34 6.27 5.1
Total 4.51 4.81 5.31 5.75 5.1

2.10.7 Average annual growth of employment has been observed as 5 per cent
which is nearly the same as observed in the Third All India Census of
Small Scale Industries. The rate of growth differs from district to district
and with categories of employees as well. The maximum rate of growth at
5.75 per cent has been observed in Gorakhpur district followed by 5.31
per cent in Hardoi district, 4.81 per cent in Barabanki and 4.51 per cent un
Unnao district. So far as categories of employees are concerned, the
highest growth rate was observed in daily wage workers at 7 per cent per
annum. The average rate of growth in employment of technical persons
for all the four districts was observed as 4.9 per cent whereas family
worker’s growth was 5.1 per cent. Contract employees were observed to
grow at 3.6 per cent annually. For technical persons Hardoi district was
having maximum growth rate of 5.59 per cent whereas Gorakhpur had
5.03 per cent, Barabanki 4.14 per cent and Unnao only 2.32 per cent.

Technical persons are important for industrial growth, industrial

development and production of industrial goods and therefore analysis of
such personnel only by types of cluster has been attempted. In SSI
clusters growth rate of technical persons was observed to be matching

xliii
with the total employment in SSI cluster. However the growth of technical
persons in each district except Hardoi was less than the growth of total
employment in the particular district. In Hardoi district growth rate of
technical persons in employment was observed to be 8.4 per cent against
the growth of 7.6 per cent of all employees. In Gorakhpur district growth of
technical persons was observed around 5.1 per cent against the overall
employment growth of 5.7 per cent whereas in Barabanki district against
the growth of 5.1 per cent in overall employment, the growth rate of
technical persons was around 4.5 per cent. In Unnao district growth rate of
total employment is less at 2.3 per cent and the growth rate for technical
persons at 1.6 per cent. It appears that Unnao district is backward in SSI
development and accordingly the employment of technical persons in that
district for SSI units is also low.

For Handloom cluster however the growth rate of technical persons in

Unnao district was observed as high as 12 per cent against the growth in
total employment recorded as 6.6 per cent. The overall growth of technical
persons in Handloom clusters has been observed as more than 5 per cent
whereas in Gorakhpur district it is only 3.4 per cent and in Barabanki
district it is quite low at 3.2 per cent. In Hardoi, however the growth of
technical persons in employment seems to be quite significant at about
6.1 per cent. It appears that the employability of technical persons in
Handloom cluster in the district of Unnao and Hardoi is better than the
other two districts of Barabanki and Gorakhpur.

For Handicraft cluster, no units could be included in the survey for

Barabanki and Gorakhpur district and therefore the growth rate of total
employment as well as of technical persons has been obtained based on
the information available from two districts only. The growth rate of
technical persons in this cluster has been observed at 5.2 per cent against
the overall growth of 6.3 per cent. In Unnao district the growth rate of
technical persons was observed to be 7.4 per cent against overall
employment rate of 10.5 per cent. This seems to be quite significant and
indication of employability of technical persons in Unnao district under the
xliv
 Handicraft cluster is encouraging. In Hardoi district the growth rate of
technical persons has been observed as 3.0 per cent against overall
growth in employment at 2.7 per cent.

Employability

It appears from the analysis that SSI clusters offer good opportunities for
employment of technical persons except in Unnao. Handloom clusters
offer somewhat better opportunities of employment for technical persons
as compared to the Handicraft clusters. In other types of clusters the
employability of technical persons seems to be lower but the contract
employees in this cluster were observed to have more employment
opportunities. Keeping in view the significant share of technical persons in
employment it could be inferred that cluster development in rural areas is
important to create additional employment for skilled and semi-skilled
workers and specially for technically qualified persons. Cluster
development is also expected to encourage entrepreneurship
development for both men and women, as today’s technical persons
become tomorrow’s entrepreneurs.

2.12. Implications of responses

The survey has revealed the perceptions of entrepreneurs and managers

actually owning and operating small-scale units, the problems they are
facing and the assistance they expect from different agencies. In
particular, their responses indicate their awareness of the benefits of
clusterisation and the measures to be taken to make clusterisation more
effective. These perceptions and measures are elaborated in subsequent
chapters of this report.

xlv
 CHAPTER- III

BENEFITS OF CLUSTER DEVELOPMENT

Awareness Of Clusterisation

3.1.1 Clusters have been known to have existed in India for centuries and much
before the evolution of the concept of SSI development as a plank of state
policy. The survey has revealed that most of the SSI entrepreneurs are
aware of the benefits of cooperation and group action even though they
may not be aware of the concept of clusterisation as enunciated by
UNIDO and other agencies. SSI units producing similar products have
been getting together naturally in procuring raw materials, in transportation
of goods, in marketing and other activities even where there are no formal
clusters. The efficiency and profitability of these units could be advanced
significantly through proper organisation of appropriate clusters.

3.1.2 Experience with cluster formation indicates that significant benefits accrue
as a result of clusterisation. The collective strength of clusters enables its
members to get assistance in availability of raw materials on better terms,
availability of finances for setting up projects, obtaining government
subsidies, updating technology of production, identification of markets,
transportation, storage and marketing. Mutual discussion, increased
awareness and competition within the cluster are also beneficial to the
national economy through more efficient use of raw material, efficient use
of power, increase in productivity leading to increase in workers income, a
more congenial labour owner relationship, evolution of local leadership
and promotion of innovation and creativity. These hypotheses have been
tested through responses of the survey.

3.1.3 The responses received in the survey cover a wide range of small-scale
industries as also a range of opinions. Ten major groups of industries
covered in the four districts of Unnao, Gorakhpur, Barabanki and Hardoi
are garments, dying and printing, cotton and wooden shawls, zari work,
xlvi
 leather products, carpets, wood furniture, food products, engineering
industry and fabrication. These products have been classified amongst
four types of groups or informal clusters namely SSI, handloom,
handicrafts and others. More than 25 per cent of the units are found
engaged in garments, whereas about 10 per cent units are engaged in
zari and about 5 per cent in carpet manufacturing. Around 15 per cent of
the industrial units were engaged in wood furniture and around 5 to 7 per
cent industrial units are engaged in light engineering and fabrication work.
Around 5 per cent of the industrial units were engaged in manufacture of
shawls and other cotton and woolen products. Production and marketing
of food products accounts for another 15 per cent (Ref. Table-5A). The
responses of the survey are analysed in the following paragraphs.

Availability Of Raw Materials

Availability of raw materials can be gauged in four parts namely assured

availability of raw material, timely availability of raw material, availability of
raw material on better prices and facilities for storage of goods and
services produced by the industry at site. Enhancement of credit limit to
the industrial units can also be considered.

53 per cent of the respondents feel that being part of a cluster ensures easier
availability of raw materials while 43 per cent feel that it ensures timely
availability. 47 per cent feel that they are able to get a better price as
members of cluster while 56 per cent get advantage of adequate storage.
52 per cent have obtained higher credit limits from banks. (Ref. Table -15)

District-wise breakup indicates that assured availability of raw material is

reported in Barabanki district as 75 per cent whereas in the districts of
Gorakhpur and Hardoi, such units were slightly more than 35 per cent.
Facilities for storage at site have been reported by 56 per cent of the
cluster units. District wise analysis indicated that the facilities of storage at
site reported in Barabanki district are around 70 per cent whereas in
Gorakhpur and Hardoi such units are slightly less than 50 per cent. About
xlvii
 43 per cent of the industrial units have reported timely availability of raw
materials of which Barabanki district has shown nearly 60 per cent units
reporting timely availability of raw materials whereas in Unnao district such
units are slightly less than 50 per cent. The units reporting timely
availability of raw materials in Gorakhpur district are around 35 per cent
whereas in Hardoi such units are 30 per cent. Availability of raw material
at better prices was reported by 47 per cent of the cluster units for
Barabanki district. The units reporting better availability of raw material
and better prices in Unnao District are around 60 per cent. In Hardoi,
such units are more than 50 per cent whereas in Gorakhpur they are less
than 30 per cent. The extension of credit limit to industrial units was
reported by 52 per cent of the cluster units in all the four districts. The
maximum number of units reporting the facility of extended credit limit
were 62 per cent in Barabanki district followed by 58 per cent in Hardoi, 53
per cent in Unnao and 36 per cent in Gorakhpur. (Ref. Table- 15)

Quality Control Facilities

The presence of cluster leads to improvement in availability of quality

control facilities but the magnitude is low. Analysis of responses indicates
that only 23 per cent of the units have reported better quality control. In
Barabanki district, such units are 34 per cent, in Unnao 31 per cent and in
Hardoi only 29 per cent. It is interesting to note that no unit in Gorakhpur
has reported either better quality control or facilities for test laboratories at
reasonable prices in the region. Only one unit in Gorakhpur has reported
the availability of facilities for quality certification whereas such units in
Unnao district are around 15 per cent and in all the four districts together
such units constituted only 4 per cent. Facilities for quality certification
were also reported by one cluster unit each in Barabanki and Hardoi
district. (Ref. Table -16)

Marketing
The analysis of the cluster units in respect of marketing products indicates
that more than 50 per cent of the units have reported better facilities as

xlviii
regards identification of markets. Such units in the in the district of
Barabanki are more than 70 per cent, in Unnao they are more than 65 per
cent, in Hardoi around 48 per cent whereas in Gorakhpur such units are
less than 30 per cent. (Ref. Table-17)

Regular off take of production leading to low inventories has been

reported by 51 per cent of the cluster units in all the four districts. Such
units in Gorakhpur district are around 40 per cent whereas in other three
districts of Unnao, Barabanki and Hardoi, such units are more than 50 per
cent. (Ref. Table -17)

Around 50 per cent of the cluster units have reported that clusterization
has enabled the units to obtain a higher sale price for their products and
as a group, they have better bargaining power with the buyers. The
numbers of such units in Gorakhpur and Hardoi are less than 45 per cent
whereas such units in Unnao and Barabanki are more than 50 per cent.
(Ref. Table -17)

Regular payments by buyers due to clusterization have also been reported

by more than 55 per cent of the industrial units in all the four districts.
Such units in Barabanki district are around 67 per cent of the surveyed
units whereas in Gorakhpur units reporting regular payment by buyers are
around 43 per cent. In the districts of Unnao and Hardoi, such units are
more than 55 per cent. (Ref. Table-17)

More than two-thirds of the industrial units in Barabanki district have

reported that as parts of a group or cluster, they obtain quicker perception
of market changes and desired improvement in the quality of products.
Such perception in Unnao district was for about 60 per cent of the units.
However, Gorakhpur district reported quicker perception of market
changes and quality improvement only for about 30 per cent of the units.
(Ref. Table -17)

xlix
 Infrastructure Facilities

Infrastructure facilities of roads, power, water and pollution control

measures can be provided more conveniently and at lesser cost per unit
to clusters of industries.

3.5.2 Power Supply

For the surveyed units, it appears that about 63 per cent of the responding
units have enough power supply and 85 per cent have reported availability
of continuous supply of power. 52 per cent of the responding units have
indicated availability of power at cheaper rate. Most of the respondents,
however, want further improvement in the

quality of power supply, its continuity and further concessions in tariffs.

(Ref. Table-14A)

3.5.3 Water Supply

Water supply has generally been reported to be satisfactory in the

surveyed units. 60 per cent of the responding units have indicated
enough water supply and around 80 per cent have indicated continuity in
the water supply. (Ref. Table-16)

3.5.4 Transport

Easier transport is one of the obvious advantages of being a part of a

cluster. Such advantage has been reported by more than 45 per cent of
the industrial units in all the four districts. For Gorakhpur district where the
units are comparatively old, this advantage is seen by 30 per cent of the
units only whereas in Unnao and Barabanki districts such units were more
than 50 per cent and in Hardoi slightly less than 50 per cent. (Ref. Table-
17)

l
Storage Facilities

Small units having small turnovers cannot afford independent storage

facilities of their own and may have to hire such facilities at high cost when
needed. Joint facilities for a cluster reduce costs. Facilities for storage for
finished goods at site have been reported by more than 40 per cent of the
industrial units in all the four districts. Maximum number of such units are
found in Unnao district with 57 per cent followed by Barabanki with 47 per
cent, Hardoi with 39 per cent and Gorakhpur 23 per cent. (Ref. Table-17)

Risk Awareness

Small units do not have the information or the expertise to recognize the
short or long term business risks. Around 60 per cent of industrial units in
all the four districts have reported the advantage of clusterization in
creating awareness of risk and ways to get over them. The number of
such units in Barabanki and Hardoi districts are around 80 per cent and in
Gorakhpur district such units are 63 per cent. Number of units reporting
the advantage of creating awareness of risks and ways to get over them in
Unnao district were only 16 per cent which indicates apathy on the part of
the units. (Ref. Table-25)

Assistance In Obtaining Government Subsidies

More than 55 per cent units have reported advantage of clusterization, in

getting assistance in obtaining government subsidy. In Gorakhpur district
such units are around 63 per cent whereas in the districts of Barabanki
and Hardoi they were more than 75 per cent. (Ref. Table -25)

Technology Upgradation

An important advantage of clusterisation is the availability of upgraded

technologies to the members of the cluster. Failure to upgrade technology

li
 has been the main factor contributing to sickness of the small-scale units.
The resources of the small entrepreneur are, however, inadequate to
properly search for the latest appropriate technology and a suitable
technology provider. Import or local purchase of such technology may be
beyond the reach of an individual small-scale entrepreneur. The
cumulative knowledge and financial resources of the cluster are crucial in
identifying the latest technology and in obtaining the best terms for its
transfer to the members of the cluster desirous of upgradation of their
units. Technology providers, local or foreign, may also be willing to
demonstrate their technologies and provide training in their maintenance
and operation if several members of the cluster desire to have it installed
in their units. Government departments and NGOs may, also find it more
convenient to provide technology upgradation assistance to rural clusters.
Manufacturers could, also be induced to set up semi-urban support bases
to cater to the needs of a number of clusters.
Benefits of assistance in technology upgradation in clusters has been
reported by 57 per cent of the industrial units in all the four districts.
Maximum number of such units were in Barabanki district with 80 per cent
followed by Hardoi 79 per cent and Gorakhpur 51 per cent. (Ref. Table-
25)

3.10 Availability Of Finance

The advantage of assistance in availability of finances for setting up

projects have been reported by about 50 per cent of the industrial units for
all the districts. The maximum number of units reporting such advantage
are found in Barabanki district followed by Hardoi and Gorakhpur. In
Unnao district such units are only 18 per cent. (Ref. Table -25)

3.11 Maximising Profits

Around 38 per cent units have reported the advantage of increasing profit
due to clusterization. Maximum number of such units are 66 per cent in
lii
 Hardoi district followed by 40 per cent units in Barabanki and 35 per cent
in Gorakhpur district. Similar to the perception of other advantages in
Unnao district, only 10 per cent units were found reporting increase in
profit due to clusterization. (Ref. Table-25)

3.12 Clusterisation In Different Districts

3.12.1 This analysis indicates that the units of Unnao district are not getting as
much benefit from clusterisation as the other three. Gorakhpur being the
oldest district in respect of setting up of units, seems to be low in modern
facilities in comparison to Barabanki and Hardoi district where the
clusterization has started recently. The industrial units coming under SSI
cluster are found to have maximum advantage of clusterization in case of
getting assistance for better and economical transport followed by
advantage of getting awareness of risks and ways to get over them.
Getting assistance for obtaining raw material, assistance in obtaining
Government subsidy and assistance in availability of finances for setting
up projects are other advantages of clusterisation.

3.12.2 The handloom sector has obtained the best advantage of clusterisation.
In this sector the maximum number of industrial units obtained the
advantage of assistance in technology upgradation followed by
assistance in obtaining raw materials, assistance in obtaining better and
economic transport and assistance in obtaining Government subsidy.
The handicraft cluster units received the minimum advantage of
clusterisation and only 38 units have reported the advantage of
assistance in obtaining raw materials followed by 34 units each reporting
increase in profits and assistance in obtaining better and economical
transport while 33 units have reported advantage of assista nce in
obtaining government subsidy. (Ref. Table-25)

3.12.3 Gorakhpur district has shown the maximum advantage of clusterization in

the SSI sector in comparison to other districts. Barabanki and Hardoi

liii
 districts have also indicated obtaining significant advantages of
clusterization but in all cases number of such units in Gorakhpur district is
more than the number of units in Barabanki and Hardoi. Unnao district
does not appear to have taken advantage of clusterisation. (Ref. Table-
25)

3.13 Advantage Of Clusterisation To National Economy

3.13.1 Economical Use Of Resources

While the main driving force for clusterisation is the profit to individual
industrial units, such profit maximization by the units, also, leads to
economical use of national resources. Efficient use of power has been
reported by 43 per cent of the industrial units in all the four districts. This
percentage however, varies from district to district. The maximum
number of units (66 per cent) were reported in Barabanki district for more
efficient power use followed by Gorakhpur with 57 per cent and Hardoi
with 43 per cent. For Unnao only 8 per cent units have reported the same
advantage.
(Ref. Table -26A)

Strengthening Rural Infrastructure

Consequent to the formation and operation of clusters, strengthening of

rural infrastructure of rural roads and power lines etc has been reported
which is essential for the economic development of the area. 40 per cent
of the industrial units in all the four districts have reported this advantage
of clusterisation. The maximum number of units reporting this advantage
is in Barabanki district followed by Hardoi and Gorakhpur. Rural
infrastructure development in Unnao district was reported only by 14 units
which constitute less than 10 per cent of the total units surveyed in the
district. (Ref. Table -26A)

liv
Promoting Innovation And Creativity

Around 39 per cent of the units in all the four district have indicated
advantage of clusterization for promoting innovation and creativity which
make industry more efficient and competitive. In Hardoi district the
number of units reporting such advantages was 57 per cent which was
followed by Barabanki district with 51 per cent and Gorakhpur with 42 per
cent. (Ref. Table -26A)

3.13.4 Increase In Productivity

Most of the units have indicated the development of more harmonious

labour owner relationship as parts of a cluster. 33 per cent of the
industrial units reported increase in workers’ productivity and also
workers’ income. The maximum number of units reporting increase in
workers income were 56 per cent in Hardoi district followed by 45 per cent
in Barabanki and 24 per cent in Gorakhpur district. Increase in workers
productivity was reported by 54 per cent units in Hardoi, 44 per cent units
in Barabanki and 27 per cent units in Gorakhpur. The efficient use of raw
material and development of local initiative and leadership was reported
by around 10 per cent of the industrial units working in all the four
districts. (Ref. Table -26A)

Conclusion

It is seen that clusterization in small-scale industries in the rural and semi-

urban areas has a very important role to play in the economic
development of those areas. Clusterisation provides economies of scale in
business operations thereby attracting efficient service providers for raw
materials, transport, marketing etc. Clusterisation also facilitates provision
of infrastructure, training facilities, information, technology and human
resources. Interaction among the members of a cluster encourages
innovation and competition leading to quicker responses to market

lv
requirements. Their ability to take risks collectively is also enhanced.
Increase in productivity leads to more efficient and economical use of
resources such as power and water which is a benefit to the national
economy.

The budget for the year 2005-06 recently presented in Parliament

proposes to encourage the cluster development approach. The Ministry of
Textiles will take up 20 handloom clusters in the first phase and invest Rs
40 crore. The amount is proposed to be provided to the handloom owners
for production and marketing of handloom products. The policy of
encouraging clusterisation by the Government will enable further
development of the SSI sector and enable it to provide substantial
additional employment in the rural and semi-urban areas which is the most
important task facing the nation.

lvi
 CHAPTER -IV

CONSTRAINTS IN CLUSTER DEVELOPMENT AND

SUGGESTIONS FOR IMPROVEMENT

4.1 Formation of Clusters

4.1.1 The advantages of clusterization for the small-scale industries have been
brought out in the previous chapter. Government policies regarding small-
scale industries are increasingly emphasizing formation of clusters.
International agencies like UNIDO are also assisting in cluster formation. It
is, therefore a matter of concern that even with such obvious advantages
and incentives, clusterization has not made adequate progress.

4.1.2 Formally recognized clusters, as identified in the survey conducted for

UNIDO, exist only in one of the four selected districts namely handlooms
in Gorakhpur district. The Third All India Census of Small Scale Industries
2001-2002 mentions two clusters of furniture and oil crushing / expelling in
Barabanki district. The obvious advantages of acting in groups are,
however well recognized even when no formal clusters have been formed.
The respondents of the survey consider such groups as informal clusters
and their perceptions regarding problems faced by them individually or as
members of such groups are indicative of the problems that clusters could
face in case they were formally constituted.

4.1.3 Responses from the owners / managers of 611 units were obtained in the
survey. Meaningful responses regarding problems faced or perceived by
them were received from 436 respondents. These are analysed below.

Constraints Perceived

The basic objective of the entrepreneurs is to decrease production costs,

increase sales revenues and maximize profits. Naturally they desire to

lvii
 take full advantage of government support, incentives, subsidies and
concessionary finance. They also desire substantial improvement in the
infrastructure of power, roads and water supply. They will also like that
common facilities for testing and quality control are established at
government cost. Training needs are also perceived for managers and
skilled workmen. Denial of these facilities or delays in providing them are
perceived as constraints.

The responding units are dispersed in 32 locations in 8 development

blocks of 4 districts. These responses, cum ulatively, are quite
representative of the industry situation. The different constraints
mentioned by the respondents have been analysed and the total number
of respondents mentioning it as well as their percentage to the total
number of respondents has been given (in brackets).

Deficiencies of infrastructure
Erratic power supply and poor connectivity (to power grid) have been cited
as the foremost constraints to growth and 184 (42 per cent) respondents
have mentioned this problem. It is felt most keenly in Gorakhpur with 94
(68 per cent) respondents and in Hardoi with 60 (43 per cent)
respondents. It is not felt to that extent in Barabanki and Unnao which
have better infrastructure on account of their proximity to the capital city,
Lucknow and the industrial capital, Kanpur. (Ref. Table-24)

Lack of marketing facilities

This is the second most felt constraint. 75 respondents (17 per cent) have
mentioned this problem. 40 respondents (29 per cent) of these are from
Gorakhpur, 19 respondents (15 per cent) from Barabanki and 15
respondents (11 per cent) from Hardoi. It is not felt so keenly in Unnao.
(Ref. Table -24)

Lack of awareness of government policies regarding small-scale industry

and clusterisation.

lviii
 While interacting with the entrepreneurs, especially of smaller units, the
surveyors felt that they were not fully aware of the facilities offered by the
government to the small-scale sector and its stated policy for encouraging
cluster formation. It was stated that while district level officers do not take
interest in small village level industries, the village level workers neglected
their duties. Such lack of awareness has been reported by 19 respondents
(4 per cent), mainly from Barabanki and Hardoi districts. (Ref. Table-24)

4.2.6 The problems faced by entrepreneurs include delays in sanction of loan by

banks, sanction of subsidies and approval of credit limits. High level of
duties and taxes, also, reduce profitability of enterprises considerably.
About 90 units (21 per cent) have reported such problems, mainly from
Hardoi (27 per cent) and Barabanki (25 per cent).

4.2.7 Technological upgradation

The entrepreneurs are fully aware of the necessity of technological
upgradation in order to remain competitive as regards quality and price. In
addition to lack of knowledge about latest technologies, the cost of
acquiring such technologies is also a deterrent. This has been reported by
about 7 per cent of units with 13 per cent in Hardoi and 10 per cent in
Barabanki.

4.2.8 Training needs

The need for training is keenly felt by the entrepreneurs. The requirements
of training vary for entrepreneurs and managers and for technicians and
skilled workers.

The areas in which entrepreneurs expressed the need for training are as
follows:
i. Upgradation of technology
ii. Obtaining finance
iii. Dealing with market
iv. Energy conservation
lix
 The areas in which need for training for managers is perceived are as
follows:

i. Administration
ii. Production
iii. Labour management
iv. Market trends
v. Finance and marketing
vi. Technological upgradation
vii. Quality and cost control
viii. Designs in line with changing tastes and market
requirements

The areas in which training needs are perceived for technicians and
skilled workers are:

i. Safe and efficient operation of machines

ii. Knowledge of upgradation of technology
iii. Energy conservation
iv. Increasing productivity – maximizing output
v. Training of workers of small industry in similar large
industries
vi. Harmonious employer-employee relations

4.2.9 Other problem areas

Other area in which entrepreneurs feel problems are:

i. Preparation of project feasibility reports

ii. High taxes
iii. Too many inspections; Corruption
iv. Lack of unity among entrepreneurs
v. Location far from market
lx
 vi. Availability of skilled workers
vii. Dereservation of items reserved exclusively for SSIs

4.2.10 Problems in clusters

While there are significant benefits in being a constituent of a cluster,

there are some problems also. These were identified as follows by the
entrepreneurs:

i. Rivalry and competition amongst the members

ii. Poaching of trained workers
iii. Preferential access to raw materials by the leaders of the
cluster
iv. Aggravation of labour problems due to concentration of
workers in small area.
v. Increase in wage levels due to limited availability of
skilled workers and technicians

Suggestions for improvement and increasing profitability of clusters

In view of the considerable benefits to the national economy, the primary

initiatives for the formation of clusters have to come from the Government.
These initiatives would include selection of clusters of particular types of
industries in particular areas depending upon their natural resources,
availability of traditional skills, existing infrastructure of roads, power,
water, tele -communications etc. Importance of such clusters for
employment generation, output and exports could be considered.
The efforts of the government need to be supplemented by the banks,
financing institutions and other development agencies as also by private
enterprises.

The suggestions for improvement flow from the constraints faced by small-
scale units individually and in clusters. The following measures will
improve the viability and profitability of clusters.
lxi
 i. Assist entrepreneurs in preparation of feasibility report.
ii. Inform entrepreneurs, specially small ones, about facilities made
available by the government and financing institutions. Dissemination
of such information to clusters through newsletter etc. should be
formalized.
iii. Simplify and liberalize procedures for sanction of loans on single
window concept and in a time bound manner.
iv. Ensure availability of power and water at reasonable rates.
v. Improve communications.
vi. Assist clusters with market information.
vii. Assist clusters in selection of proper technology for upgradation.
viii. R&D for technology improvement / upgradation and availability of R&D
to small entrepreneur.
ix. Provide training facilities focusing on needs of clusters.

4.3.3 The financial and manpower resources of the government are limited and
practically, it is not possible to provide all the assistance needed by all the
small-scale units to remove their bottlenecks and increase their
productivity. It is, therefore, essential to concentrate on the formation and
operation of industrial clusters which should emerge as centres of
excellence. The example of a few successful clusters will induce the other
individual units to come together as clusters and consolidate their strength
through unity.

Role of financing institutions and private enterprises

The role of banks, financing institutions and private enterprises is

important in ensuring the success of the cluster concept. They should
assist in providing facilities for the formation of clusters and then assist the
members of the clusters, individually and collectively in the operation of
individual SSI units.

lxii
4.4.2 The Government of India considers the cluster approach .as important for
the development of small-scale industry including handlooms and
handicrafts. Different government institutions have taken up programmes
for the identification of potential clusters and creating infrastructural
facilities for their formation. While these institutions including D.C. SSI,
KVIC and others have done creditable work, their resources are not
enough to develop the process of clusterisation at a rapid pace. Active
involvement of the banks and financial institutions with their vast
resources and reach in all parts of the country is necessary to give a push
to this programme. Their involvement will also provide additional
resources for clusters being developed by the government institutions and
also assist the establishment and operation of new units.

4.4.3 Development of micro-finance institutions should be encouraged. For rural

clusters, simply sanctioning credit is not enough but a whole range of
credit services is needed. This includes insurance for the units or the
cluster as a whole as also re-insurance coverage for the micro-credit
institution. These institutions should also assist in product development
and market search including export possibilities. Indian handlooms and
handicrafts are much in demand in developed countries and with proper
management, quality control and guidance, their export volumes could rise
several times over providing additional employment opportunities in the
rural areas.

4.4.4 Small-scale industrial clusters could also ensure supply of quality

intermediate products to large and heavy industry. This should be
arranged through a proper process of ancilliarisation in which the large
industry will place firm orders on the small scale clusters to supply specific
items of defined specifications and quality according to specified time
schedules. The large industry will also ensure prompt and timely
payments in accordance with the orders placed upon the small-scale
clusters. The large scale industry should consider the advantage of getting
quality parts at reasonable prices without expanding its production base or
lxiii
 its labour force and deal fairly without exploitation with its small scale
suppliers who obviously lack bargaining power and cannot afford to sit idle
in absence of orders.

4.4.5 Banks, financial institutions and private enterprises could also “adopt”
some SSI, handloom or handicraft clusters as a part of their social
responsibility. Their assistance could extend to creating and improving
infrastructure, arranging finance, assistance in marketing etc. An important
element of such assistance will be rendering advice about technology
upgradation and assistance in its procurement.

4.4.6 Banks could also consider priority lending in backward areas and areas
having adverse credit-deposit ratios coordinating with Rashtriya Sam
Vikas Yojana (RSVY).

4.4.7 Involvement of financing institutions and private agencies will reduce

dependence on government support and release limited government
funds for development of infrastructure which may be beyond the range of
interest or resources of private institutions.

4.4.8 NGOs having necessary resources could also consider “adopting” some
rural clusters and help them with technical and management advice.

4.5 Feasibility of cluster formation in surveyed areas

4.5.1 The respondents of the survey are fully aware of the advantages of acting
as parts of clusters, formal or informal. As such, they have valuable ideas
regarding the industrial activities which are most suitable for their
areas/districts and which could be operated as clusters. The respondents,
therefore, were asked to give their views as to the nature of clusters that
they considered viable in their districts. Views of concerned government
officers were also sought. The types of potential clusters considered viable
by them in different districts are given below (ref: Table 27-A and Table
27-B)
lxiv
District Type of potential cluster_________________________
Gorakhpur Agro-based, Rice mill, Mango pulp, Pickles, Mini-sugar
mill, Special handloom products, Power looms
Unnao Agro-based, Mango pulp, Pickles, Chikan, Carpet,
Zari work, Power loom
Barabanki Agro-based, Potato based, Menthol based, Papad,
Rice mill, Agricultural implements, Timber/furniture
Power loom, Terracotta
Hardoi Agro-based, Mango pulp, Potato chips, Juice processing, Small rice
mill, Dairy products, Flour mill, Handloom/Power loom, Children’s
clothing, Carpet weaving, Chikan, Zardosi/ Zari .

4.5.2 The analysis of information reveals that the factors considered important
for setting up clusters of small scale industries are availability of raw
materials, availability of traditional skills, availability of markets and
linkages of their products to other industries as ancilliaries or otherwise.
The dominant activity in the surveyed area being agriculture, horticulture
and dairying, the majority of suggestions are for agro-based industries.
However, availability of avenues of profitable investment in areas other
than agro-processing appears to have weighed also with the respondents
in prioritizing their perceptions of desirable SSI clusters for their areas.

4.5.3 43 per cent of the respondents in Gorakhpur district have emphasized

agro-based industries for potential clusters whereas in Unnao and Hardoi
districts, only 15 per cent have emphasized it. In Barabanki district, only 5
per cent have suggested it. 30 per cent of the respondents in Hardoi
district have suggested setting up clusters of industries manufacturing
potato chips and mango pickles due to easy availability of potatoes and
mangoes in the district while in other districts, the preference for these
industries is less than 10 per cent. About 18 per cent of the respondents in
Hardoi district have suggested dairy product industry because of its
substantial cattle population in the district while it has not been favoured in
other districts. Juice processing industry has been suggested by 7 per
lxv
 cent of the respondents in Hardoi district due to large production of
mangoes and other fruits. Fruit processing units, in general, have been
suggested by 32 per cent of the respondents in Unnao district and by 23
per cent in Gorakhpur district.

4.5.4 Availability of timber for wooden furniture and wood carving is another
resource for small scale industries. Considering also the availability of
traditional skilled workers, wood based industry and handicrafts have been
suggested by 8 per cent of the respondents in Barabanki district. Similarly,
8 per cent of the respondents have suggested leather industry units in
Unnao district which has a number of large scale leather factories and
tanneries. The small-scale leather based units there can have easier
access to raw materials and processing and could also avail benefits of
ancilliarisation to some extent.

4.5.5 Handlooms and powerlooms are a major source of employment and

income in all these districts. Skills in these crafts have been picked up by
workmen from generation to generation. As such, around 44 per cent of
the respondents have suggested handlooms and powerlooms as potential
industry for the region. It was suggested by more than 75 per cent of the
respondents in Barabanki district followed by Hardoi with 41 per cent,
Gorakhpur with 21 per cent and Unnao with 17 per cent. Around 30 per
cent of the respondents in Hardoi district have suggested carpet and
handloom work because of easy availability of raw materials and skilled
workers while another 7 per cent have suggested ‘chikan’ and carpet
weaving as potential industries. Production of handloom towels etc. has
been suggested by as many as 75 per cent of the respondents in
Gorakhpur district followed by 30 per cent in Unnao district and 16 per
cent in Barabanki district. Availability of skilled weavers and workers has
led 35 per cent of Unnao district respondents to suggest ‘zari’, handloom
and carpet weaving as potential industries for cluster formation. Another
small scale industry is that of produc tion of chemicals used in other
industries such as handlooms and handicrafts. About 16 per cent of the

lxvi
 respondents in Unnao district have suggested chemical industry as a
potential industry.

4.5.6 The above suggestions are based on the personal knowledge and
experience of entrepreneurs and government officers working in the
small industries set up. They could be helpful in identifying new projects
that could be taken up in the area. A decision to take up a project will,
obviously depend upon a thorough study of its technical and financial
viability.

lxvii
 CHAPTER -V

PROSPECTS, OUTLOOK AND RECOMMENDATIONS

5.1 Growth of Small Scale Industry

5.1.1 The role of Small Scale Industry (SSI) in providing employment

opportunities and mobilizing local skills and capital resources has been
recognized in all the six Industrial Policy Resolutions adopted by
successive Governments at the Centre. In the pre-reform period, the
Government initiated various reform measures from time to time to
facilitate the rapid development of the SSI sector. These included policy of
reservation, periodical revision of investment ceilings, schemes for
modernization and technological upgradation, marketing assistance, fiscal
incentives etc. In the post-reform period, there has been a shift in focus
from “protection” to “promotion”. The steps taken include enhancement of
investment limits, establishment of growth centres, export promotion,
marketing assistance, incentives for quality improvement etc. An important
initiative in the post-reform period is the emphasis laid on the cluster
development programme.

While growth of small-scale sector is a national priority, individual units

face a number of problems mainly on account of their small size and
paucity of resources. As individual units, they are not able to attract
efficient service providers, mobilize essential common facilities, obtain
information and resources for upgrading technology and take other steps
to bring efficiency, reduce costs and increase profits. These constraints
have been described in Chapter 4 taking into account interactions with the
respondents of the survey.

5.2 Cluster Formation

5.2.1 It is known that SSIs operating in clusters benefit from backward and
forward economic linkages strengthened by similar cultural and social

lxviii
 backgrounds. The economics of agglomeration ensures a network of
suppliers for providing raw materials, equipment, machinery, spares,
repair and other services to units. Clusters encourage specialization in
manufacturing processes, inter-firm relationships in production activities
and sharing of information. Common facilities for product testing, quality
control, transport and storage of products, pollution control, power, water
and communication facilities can also be made available more
conveniently to clusters rather than individual units. The clusters can
engage in joint activities such as promotion, transportation and training
which lowers the cost per unit of carrying out these functions. The clusters
become information and knowledge networks creating efficiency and
innovation making them responsive to market needs. Clusters provide the
ability to take collective risks for developing new products and entering
distant and international markets.

5.2.2 The Government of India has been encouraging clusterisation, specially in

the post-reform era policies. The Integrated Technology Upgradation and
Management Programme (UPTECH) operated by the Development
Commissioner (SSI) has been described earlier. The programme serves
an important function but is limited to only one aspect of development of
SSIs namely technology upgradation. As the scheme is exclusively for
clusters of industries, it encourages formation of clusters which is of
benefit to all the SSIs operating in any region.

5.2.3 A package for encouraging the SSI sector was announced by the Prime
Minister on 30th August 2000. Some important measures taken thereafter
are as follows.

i. Investment limit in plant and machinery raised from Rs 50 lakh

to Rs 1 crore.
ii. Small and Medium Enterprises (SME) fund of Rs 10,000 crore
was operationalised by SIDBI in April 2004. 80 per cent of the
lending from this fund will be for SSIs at interest rate 2 per cent
below prevailing PLR of SIDBI.
lxix
 iii. RBI increased composite loan limit for SSI sector from Rs 50
lakh to Rs 1 crore.
iv. Suitable legislation for freeing SSIs from Inspector Raj being
formulated.
v. Promotional package for small enterprises being formulated to
provide adequate credit, incentives for technology upgradation,
infrastructure and marketing facilities.
vi. 50 centres to be developed in Tenth Plan under Integrated
Infrastructure Development Centres Scheme.
vii. Integrated artisan centre approach for development of
handicrafts
viii. Cluster development approach for new technologies in food
processing.
ix. Industrial Cluster Development Scheme of the Ministry of
Commerce and Industry envisages intervention for each cluster
to be need based and specifically designed. Training and R&D
support to be provided to each cluster.

5.2.4 The cluster development approach has been fully established in

government policies. The basic requirement now is for faithful and efficient
implementation of these policies.

5.3 Employment Potential in SSI Sector

5.3.1 The main objective of promoting SSIs is their high employment potential.
The further advantage is that this employment is dispersed and benefits
rural and backward areas.

5.3.2 The growth of employment in the SSI sector during the period 2001-02
has been estimated in the Economic Survey as 4.4 per cent. The
employment growth in the surveyed units is higher at 5.1 per cent for
about the same period.

lxx
5.3.3 An encouraging feature of the employment scenario in the surveyed units
is that about 45 per cent of the employment is for technical persons. It
implies that unit owners are realizing the value of quality production which
can be achieved only by employing properly qualified technical persons
which would include technicians and skilled workmen.

5.3.4 An area of concern is the lower overall growth of female employment (4

per cent) as compared to male employment (5.3 per cent). However,
growth of female employment (5.1 per cent) in technical persons is higher
than for males (4.9 per cent). It is expected that with higher clusterisation,
female workers will feel more secure and join SSIs in greater numbers.

5.3.5 The Economic Survey has estimated the total employment in the SSI
sector during 2004-05 as 282.82 lakhs. The average growth rate for the
year has been estimated as 4.2 per cent. It would be reasonable to
assume that with a policy of actively encouraging clusterisation in SSIs,
the rate of growth of employment should rise to 4.5 per cent annually .It is
5.1 per cent as observed in the surveyed units. With 4.5 per cent growth
rate, the SSI sector has a potential of providing additional employment to
12.72 lakhs persons annually.

5.4 Role of Government Policies

5.4.1 The survey indicates that the SSI entrepreneurs are generally satisfied
with the government policies. The suggestions for reduction in taxes and
duties, reduction of electricity tariffs, end of inspector raj, end of corruption
etc. are demands which are commonly known and would apply to sectors
other than SSI sector also. The complaint of the entrepreneurs is against
delay, red-tapism, harassment and corruption.

5.4.2 The benefits of clusterisation are fully realized by the entrepreneurs. Local
groups of SSI units forming informal clusters already exist. Government
assistance is needed to make these clusters effective. The present
schemes for assistance to clusters are very inadequate. There has to be
lxxi
 manifold increase in providing infrastructure of roads, power and water
and provision of common facilities of testing, quality and significant R&D
support specifically designed to assist particular types of clusters adopting
a sectoral approach.

5.4.3 The overall allocation for SSI and VSI sector has not kept pace with the
needs of this sector. These allocations have to be stepped up in view of
the crucial importance of the SSI sector for generating employment and
promoting exports at low capital cost.

5.4.4 In view of the constraints of government finances, private sector including

industry associations could be encouraged to provide infrastructure
services to clusters of industries on commercial lines. They could also be
provided facilities of land etc. for setting up industrial estates themselves.

5.4.5 Lack of technically trained manpower has been cited as a constraint. This
could be taken care of by having properly designed courses of study to
suit the manpower requirements of the clusters at the nearby Industrial
Training Institutes.

5.4.6 Raw material banks could be set up for specific clusters such as
handlooms, power looms, sericulture etc.

5.5 Technology Upgradation

Technology upgradation requires a coordinated approach for determining

the precise changes in demand, the search for appropriate techno logy and
technology supplier for satisfying the demand, the mechanism for delivery
and the manpower required to operate the new technology. This could be
done by an association of members of the cluster aided by the
government agencies and the R&D institutions.

lxxii
5.6 De-reservation

5.6.1 The stated government policy is to proceed with de-reservation in a

phased manner. 85 items reserved for exclusive manufacture in the SSI
sector were de-reserved in October 2004, bringing down the number of
reserved items to 605. It was announced in the budget speech for 2004-05
that an additional 108 items reserved for small enterprises have been de-
reserved. Of the 108 items marked for de-reservation, 30 are related to
textiles including hosiery.

5.6.2 It is realized that with globalization and WTO commitments, progressive

de-reservation is unavoidable. De-reservation also encourages large and
heavy industry in the country to produce the same goods more
economically due to economies of scale. However, some protection to SSI
is essential to prevent large scale unemployment. This could be achieved
by earmarking 25 to 30 percent of government purchases from SSIs on
the lines of Small Business Administration of USA.

5.7 Rashtriya Sam Vikas Yojana (RSVY)

The RSVY is specifically targeted towards backward districts and

backward areas. Since employment generation is a primary requisite for
poverty alleviation and development, the RSVY should give priority in
allocation of resources to SSI development and specifically to the
development of clusters. There are a number of Government of India
schemes to benefit SSI clusters and allocation of resources by RSVY for
these schemes will help in employment generation and poverty
eradication in RSVY districts.

5.8 Recommendations
Based upon our interactions with respondents and knowledgeable
persons, we consider the following recommendations as essential for the

lxxiii
expeditious development of rural small industries clusters and for their
efficient functioning.

(i) Specific allocations for Cluster Deve lopment

The need for formation of clusters of industries to enable individual

small scale units to operate efficiently is well known. The Ministry of
Commerce and Industry is already operating an “Industrial Cluster
Development Scheme” for industries in its purview. The Ministry of
Small Scale Industry / Ministry of Textiles have already started
operating a scheme for the development of rural clusters for small-
scale industry. It is suggested that a target for setting up 5 to 10
rural industrial clusters (depending upon availability of resources) in
districts taking into account the economic viability could be taken up
during the remaining two years of the Tenth Plan (2005-07) .
Assistance to each proposed cluster could be provided on “Project”
basis and should ensure provision of essential infrastructure and
other inputs. The Ministry of Small Scale Industry / Ministry of
Textiles may take up time-bound targets through different
institutions. (Action: Ministry of SSI. Textiles, AIAI).

(ii) Technology upgradation and modernization of SSI units

Technology upgradation should be based upon the precise
changes in demand by enhancing quality reliability and other
parameters of the products. The search for appropriate technology
and a reliable and economical technology supplier, mechanism for
delivery of technology and mobilizing the manpower required to
operate the new technology etc are the other inputs required for
technological upgradation. Individual small-scale units in the
clusters may find it difficult in trying to upgrade the technology so as
to remain competitive in cost and quality nationally and inter-
nationally. An expert/ association within the cluster could help
individual units. The Ministry of SSI could assist clusters through a
“Technology Upgradation Fund Scheme” similar to that of the
lxxiv
 Ministry of Textiles. This scheme should also include training of
managers/ technical persons required for adoption of the upgraded
technology. (Action: Ministry of Small Scale Industry).

(iii) Purchase Preference for items of Small Scale Industry

There has been progressive de-reservation of items previously
reserved for exclusive manufacture by the small-scale industry.
Such de-reservation can lead to loss of market for SSI units which
eventually may lead to their closure and large scale unemployment.
While de-reservation is welcome help the SSI units in marketing of
their products, it should be possible to earmarking 25 to 30 percent
of government purchases of such items produced by small-scale
industry to be purchased by only from SSI units / clusters. (Action:
Ministry of Small Scale Industry). This was also one of the main
recommendations of the Study Group on ‘Development of Small
Scale Enterprises’ under Dr. S.P.Gupta the then Member, Planning
Commission.

(iv) Training

Provide cluster specific training facilities for technicians at Industrial

Training Institutes in the vicinity of the clusters. Provide facilities for
training of managers in administration, production, accounts, labour
relations etc. in State Training Institutes. (Action: State
Governments).

(v) Linkage of specific clusters with concerned R&D institutions.

Industries Departments of State Governments should assist the
clusters in getting assistance about latest technologies from the
concerned R&D institutions.(Action: State Governments). Presently
they are engaged only in regulation activities.

(vi) Testing facilities and quality certification.

lxxv
 Modern testing facilities and quality certification laboratories, at
least one in each district/ cluster should be provided (if not
provided already) by the Ministry of SSI / in association with State
Governments. The utilisation of these facilities should be maximum
and SSI units should be encouraged to take their full advantage in
improving the quality of their products. (Action: Ministry of SSI /
State Government / SSI units).

(vii) Provision of infrastructure through private enterprise

As the resources of the Central and State Governments are limited,

involvement of private enterprise in creating infrastructure for
power, water, roads, tele-communications, raw material banks,
resource centres etc. for SSI clusters on commercial basis may be
considered. (Action: Ministry of SSI / State Governments)

(viii) Financial facilities

Financial institutions should provide single window service to SSI

clusters. Provision of insurance and other financial services to SSI
clusters and units by local micro financial institutions (MFIs) need to
be encouraged. (Action: Ministry of Finance) by enlarging equity
support of MFIs

(ix) Involvement of large industry in rural SSI clusters

“Adoption” of Rural SSI Clusters could be made as a part of

fulfillment of social obligation by large industry units. Local officers
of the Industries Department of the State Governments could
discuss such proposals with the local chapters of the main industry
associations such as ASSOCHAM, CII, FICCI etc. Possibilities of
enhancing ancilliarisation could also be investigated. (Action:
Ministry of Commerce and Industry / State Governments)

lxxvi
 (x) Establishment of new clusters

Based on the analysis of information available in the surveyed units

availability of raw materials, traditional skills, markets and linkages
of their products to other industries as ancillaries and suggestions
received from knowledgeable persons/ government officials, the
type of potential clusters are mainly agro based units. In Gorakhpur
district Rice mill, Mango pulp, Pickles, Mini-sugar mill, Special
handloom products and Powerloom should be considered as the
potential clusters whereas in Unnao district potential units would
be considered like Mango pulp. Pickles, Chikan, Carpet, Zariwork
and Powerloom. In Barabanki district Potato chips, Menthol based
, Papad, Rice mill, Agricultural implements, Powerloom and
Terracotta should be considered as the potential clusters whereas
in Hardoi district the potential clusters might be considered as
Mango pulp , Potato chips, Juice processing , Dairy products, Flour
mill, Carpet, Zariwork and Handloom/ Powerloom.

5.9 The Path Ahead

5.9.1 The Government of India and the State Governments have been actively
assisting the SSI sector through policy initiatives and financial support
through various programmes. To achieve the benefits of these
programmes fo rmation of clusters of interlinked firms collaborating
technologically and strategically, which was a desirable option in the past,
has become an urgent necessity now. Clusterisation leads to efficiency in
terms of resource use and in promoting inter-industry and inter-sectoral
linkages contributing significantly to the economic growth and prosperity of
the region.

5.9.2 Clusters benefit from a high degree of horizontal linkages in the form of
collaboration between firms forming part of the cluster and vertical
linkages between suppliers, manufacturers and distributors. Suppliers,
trading agents and financiers are attracted to geographical and sectoral
lxxvii
 concentration of firms which reduces their exposure to risks enabling them
to offer better terms to their clients. The clusters, collectively, generate
more experiential knowledge about the industry than individual units could
do. Industry trends and technical innovations can be communicated
quickly between firms in a cluster. Greater levels of social cohesion and
community connections shared between people involved in geographic
clusters facilitate cooperation and collective action. Clusters can engage in
joint activities of transportation, training, seeking orders and utilizing
marketing channels for exports at much reduced cost per unit. Owners
can upgrade the technology of their units at substantially lower cost by
utilizing the experience of other units in the cluster.

5.9.3 Small scale industries policy should aim to connect isolated rural and
semi urban communities to the global market through development of
industrial clusters. This should be treated as an important economic
growth strategy for our country’s small scale industrial sector. Our
economy needs to create millions of jobs every year to keep pace with
our increasing workforce. For a large labour surplus economy as ours
small business should be encouraged as parts of ‘clusters’. This will open
the door to link India’s small entrepreneurs to the wider global economy.

5.9.4 In its new programme initiatives for industrialisaiton the 10th Five Year
Plan has prepared a scheme for cluster development of the small scale
sector. Department of industry, Policy and Promotion under the Ministry of
Commerce and Industry is its nodal agency for monitoring and
implementation. The scheme aims to pickup the industrial cluster with high
growth potential. The State Govt. must take advantage of the scheme and
create suitable pockets for conducive growth of existing units of all types
in the form of vertical cluster. If advantage of the scheme is properly
utilized the SSI units can be converted into a dynamic and competitive
cluster.

5.9.5 Five decades of industrial development in India has seen many changes
occurring in small medium and large industries. Now it is becoming quite
lxxviii
clear that in days to come India will have to focus on its competitive and
compatible advantages in areas like agriculture, dairy products,
biotechnology, environment etc. It is high time for us to focus our attention
towards these areas and effective techno logy. It must be realized that
rural raw material, whether from agriculture, horticulture, forest, fisheries,
minerals, herbs, food & food products etc could be some of the promising
industries which could be setup in the rural and semi-urban areas as
‘Cluster’ with a suitable technology and proper policy packages as
available. India has a rich heritage of artisans and they are in various
areas like handloom, powerlooms, leather, pottery, paper making, herbs,
stone carving, construction and water management etc. Of late even
service sector has been included in the list of rural industries. These areas
are considered potential areas for clusterisation; and such areas should
be taken into active consideration while formulating policies and
programmes for cluster development in rural/semi-urban areas.

lxxix
 REFERENCES

1. Ninth Five Year Plan

2. Tenth Five Year Plan

3. Economic Survey, 2003-04, 2004-05

4. Second and Third All India Census of Small Scale Industries

5. Report of the Study Group on the Development of Small Enterprises set

up under the Chairmanship of Dr. S. P. Gupta, Member, Planning
Commission.

6. Report of the Special Group on Targeting Ten Million Employment

Opportunities Per Year.

7. Small Scale Industries in India – An Engine of Growth issued by the Office

of Development Commissioner, Small Scale Industries

8. SIDBI Report on Small Scale Industries

9. “Employment in the New Economic Order with Special Reference to Small

Scale Industries” – Dr. Rajendra Prasad Memorial Lecture delivered by Dr.
S. P. Gup ta

10. “Small Industries in India – Policies and Perspectives’ by B. Yerram Raju

11. “Rural Transformation in India – The Role of Non-farm Sector” Edited by

Rohini Nayyar and Alakh Narain Sharma.

lxxx
 Table 1. Districtwise Distribution of sampled units by type of cluster and
by year of establishment

Prior to 1970 1970-1979 1980-1989 1900-1999 2000 and later Total

UNNAO

SSI 3 1 5 21 23 53
HANDLOOM 0 3 2 5 5 15
HANDICRAFT 0 1 1 13 17 32
OTHER 20 2 5 16 11 54
Total 23 7 13 55 56 154

GORAKHPUR
SSI 41 11 17 31 18 118
HANDLOOM 2 0 0 2 0 4
OTHER 25 0 0 2 1 28
Total 68 11 17 35 19 150

BARABANKI
SSI 2 5 8 23 29 67
HANDLOOM 15 11 8 8 5 47
OTHER 17 3 2 9 9 40
Total 34 19 18 40 43 154

HARDOI
SSI 4 9 7 17 21 58
HANDLOOM 7 3 3 3 0 16
HANDICRAFT 1 1 8 18 15 43
OTHER 18 2 0 9 7 36
Total 30 15 18 47 43 153

ALL CLUSTERS
SSI 50 26 37 92 91 296
% 32 50 56 52 57 48
HANDLOOM 24 17 13 18 10 82
% 15 33 20 10 6 13
HANDICRAFT 1 2 9 31 32 75
% 1 4 14 18 20 12
OTHER 80 7 7 36 28 158
% 52 13 11 20 17 26
G.Total 155 52 66 177 161 611

71
Table 2. Districtwise distribution of sampled units by type of cluster and
by type of activity
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
SSI

Manufacturing 38 110 60 41 249

Processing 10 4 7 7 28
Service Providers 5 3 0 10 18
Others 0 1 0 0 1
Total 53 118 67 58 296

HANDLOOM

Manufacturing 10 3 46 16 75
Processing 5 1 1 0 7
Total 15 4 47 16 82

HANDICRAFT

Manufacturing 3 0 0 21 24
Processing 26 0 0 22 48
Service Providers 3 0 0 0 3
Total 32 0 0 43 75

OTHER

Manufacturing 16 4 24 7 51
Processing 21 0 1 6 28
Service Providers 1 0 1 4 6
Others 16 24 14 19 73
Total 54 28 40 36 158

ALL CLUSTERS
Manufacturing 67 117 130 85 399
% 44 78 84 56 65
Processing 62 5 9 35 111
% 40 3 6 23 18
Service Providers 9 3 1 14 27
% 6 2 1 9 4
Others 16 25 14 19 74
% 10 17 9 12 12
G.Total 154 150 154 153 611

72
 Table 3. Districtwise distribution of sampled units by type of cluster and
by type of ownership
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
SSI
Self Entrepreneurship / Household unit 23 111 18 4 156
Partnership firm 8 3 3 1 15
Proprietorship 17 0 45 53 115
Company 5 2 1 0 8
No Response 0 2 0 0 2
Total 53 118 67 58 296

HANDLOOM
Self Entrepreneurship / Household unit 10 4 31 0 45
Proprietorship 5 0 16 16 37
Total 15 4 47 16 82

HANDICRAFT
Self Entrepreneurship / Household unit 26 0 0 11 37
Partnership firm 2 0 0 0 2
Proprietorship 4 0 0 32 36
Total 32 0 0 43 75

OTHER
Self Entrepreneurship / Household unit 18 4 7 6 35
Partnership firm 1 0 2 0 3
Proprietorship 19 0 17 11 47
No Response 16 24 14 19 73
Total 54 28 40 36 158

ALL CLUSTERS
Self Entrepreneurship / Household unit 77 119 56 21 273
% 50 79 36 14 45
Partnership firm 11 3 5 1 20
% 7 2 3 1 3
Proprietorship 45 0 78 112 235
% 29 0 51 73 38
Company 5 2 1 0 8
% 3 1 1 0 1
No Response 16 26 14 19 75
% 10 17 9 12 12
G.Total 154 150 154 153 611

73
 Table 4. Districtwise distribution of sampled units by type
of cluster and by use of power

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
< 5 KVA 11 87 9 21 128
5 -10 KVA 3 26 24 19 72
10 - 20 KVA 7 1 10 6 24
20 - 50 KVA 5 0 3 0 8
>50 12 0 7 0 19
Not Using power 15 4 14 12 45
Total 53 118 67 58 296

HANDLOOM
< 5 KVA 2 2 5 0 9
5 -10 KVA 1 1 1 0 3
10 - 20 KVA 1 0 1 0 2
Not Using power 11 1 40 16 68
Total 15 4 47 16 82

HANDICRAFT
< 5 KVA 5 0 0 0 5
5 -10 KVA 2 0 0 0 2
Not Using power 25 0 0 43 68
Total 32 0 0 43 75

OTHER
< 5 KVA 14 4 3 3 24
5 -10 KVA 4 0 15 3 22
10 - 20 KVA 2 0 1 0 3
20 - 50 KVA 4 0 0 0 4
>50 1 0 0 1 2
Not Using power 29 24 21 29 103
Total 54 28 40 36 158

ALL CLUSTERS
< 5 KVA 32 93 17 24 166
% 21 62 11 16 27
5 -10 KVA 10 27 40 22 99
% 6 18 26 14 16
10 - 20 KVA 10 1 12 6 29
% 6 1 8 4 5
20 - 50 KVA 9 0 3 0 12
% 6 0 2 0 2
>50 13 0 7 1 21
% 8 0 5 1 3
Not Using power 80 29 75 100 284
% 52 19 49 65 46
G.Total 154 150 154 153 611

74
 Table 5A. Districtwise distribution of sampled units by type of clusterand
by major products / service
SSl UNNAO GORAK BARABA HARDOI TOTAL
HPUR NKI
AGRICULTURE IMPLEMENTS &
CULTIVATION 0 0 3 1 4
ANGOCHA, TOWEL 0 0 10 0 10
BATTERIES WORKS (MAKING &
SUPPLY) 2 0 0 0 2
BED COVER, SHEETS, PILLOW, DHOTI
OTHER CLOTHS 2 17 1 7
BOTTLE (AMPLE) 2 0 0 0 2
BRICK 4 0 2 0 6
CARPET 0 0 0 2 2
CHATAI 0 0 0 1 1
CUSHION 0 0 0 6 6
DYEING & PRINTING 3 0 1 2 6
ENGG. WORK 0 3 0 2 5
FABRICATION WORK 1 3 15 24 43
FLOUR 1 0 4 1 6
FOOD PRODUCTS 17 0 17 9 43
HANKY 0 0 2 0 2
KURTA 0 0 0 1 1
LEATHER WORKS 2 1 0 0 3
LUNGI 0 1 8 0 9
PAINT 1 31 0 0 32
PHARMACEUTICAL 2 0 0 0 2
POLYBAG 0 0 1 0 1
REPAIRING 0 0 0 5 5
ROTATORS 0 0 0 2 2
RUMAL 0 0 3 0 3
SCARP 0 0 1 0 1
SHIRT 0 2 0 0 2
SHOE SOLE 1 0 0 0 1
SHAWL PRODUCT 0 42 0 0 42
STATIONARY, PRINTING,
ADVERTISEMENT PRINTING 6 1 5 14 26
STEEL ALMIRAH & OTHER WORKS 4 3 3 3 13
TERRACOTTA WORKS 0 3 0 0 3
THAN 0 0 3 0 3
TRACTOR, TROLLEY , WAGON 8 0 14 7 29
TRUCK 1 0 0 3 4
TUBE, TILES 0 0 1 0 1
WOOD FURNITURE 8 34 35 46 123
ZARI, CHICKAN WORK & SAREES 3 0 3 2 8
OTHER 0 0 1 0 1
TOTAL 68 141 133 138 480

HANDLOOM
ANGOCHA, TOWEL 4 0 66 24 94
 Table 5A. Districtwise distribution of sampled units by type of clusterand
by major products / service

UNNAO GORAKHPU BARABANK HARDOI TOTAL

BEDCOVER, SHEETS, PILLOW, 2 1 2 2 7
DHOTI OTHER CLOTHS
HANDICRAFT 2 0 0 0 2
HANKY 0 0 29 7 36
KHADI CLOTHES 0 0 0 3 3
LEATHER WORKS 0 1 0 0 1
LUNGI 0 0 7 6 13
RUMAL 0 0 1 0 1
SHIRT 0 0 0 2 2
ZARI, CHICKAN WORK & 2 0 0 1 3
SAREES
TOTAL 10 2 105 45 162
HANDICRAFT
ANGOCHA, TOWEL 5 0 0 0 5
BED COVER, SHEETS, PILLOW,
DHOTI
OTHER CLOTHS 2 0 0 3
CARPET 0 0 0 21 21
DYEING & PRINTING 3 0 0 0 3
EMBROIDERY WORKS 1 0 0 2 3
HANDICRAFT 0 0 0 0 1
KURTA 0 0 0 7 7
ZARI, CHICKAN WORK & 24 0 0 35 59
SAREES
TOTAL 35 0 0 66 102
OTHER
AGRICULTURE IMPLEMENTS &
CULTIVATION 2 0 0 1 3
ANGOCHA, TOWEL 1 0 12 1 14
BED COVER, SHEETS, PILLOW, 4 0 1 0 5
DHOTI OTHER
CEMENT CLOTHS
PRODUCT 0 0 0 3 3
DYEING & PRINTING 12 0 1 0 13
FLOUR 0 0 1 0 1
FOOD PRODUCTS 2 0 4 1 7
HANKY 0 0 5 0 5
KURTA 0 0 0 2 2
LEATHER WORKS 1 0 0 0 1
LUNGI 0 0 6 0 6
PAINT 0 3 0 0 3
RUMAL 0 0 1 0 1
SHAWL PRODUCT 0 2 0 0 2
STATIONARY, PRINTING, 11 0 3 7 21
ADVERTISEMENT
STEEL ALMIRAH &PRINTING
OTHER 1 0 0 0 1
WORKS
THAN 0 0 2 0 2
WOOD FURNITURE 21 3 18 1 43
ZARI, CHICKAN WORK & 4 0 1 16 21
OTHER 1 0 0 1 2
TOTAL 60 8 55 33 156
 Table 5A. Districtwise distribution of sampled units by type of clusterand
by major products / service
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
ALL CLUSTERS
AGRICULTURE IMPLEMENTS 2 0 3 2 7
& CULTIVATION
% 1 0 1 1 1
ANGOCHA.TOWEL 10 0 88 25 123
% 6 0 30 9 14
BATTERIES WORKS (MAKING 2 0 0 0 2
& SUPPLY)
% 1 0 0 0 0
BED COVER, SHEETS, PILLOW, 10 18 4 10 42
DHOTI OTHER CLOTHS
% 6 12 1 4 5
BOTTLE (AMPLE) 2 0 0 0 2
% 1 0 0 0 0
BRICK 4 0 2 0 6
% 2 0 1 0 1
CARPET 0 0 0 23 23
% 0 0 0 8 3
CEMENT PRODUCT 0 0 0 3 3
% 0 0 0 1 0
CHATAI 0 0 0 1 1
% 0 0 0 0 0
CUSHION 0 0 0 6 6
% 0 0 0 2 1
DYEING & PRINTING 18 0 2 2 22
% 10 0 1 1 2
EMBROIDERY WORKS 1 0 0 2 3
% 1 0 0 1 0
ENGG. WORK 0 3 0 2 5
% 0 2 0 1 1
FABRICATION WORK 1 3 15 24 43
% 1 2 5 9 5
FLOUR 1 0 5 1 7
% 1 0 2 0 1
FOOD PRODUCTS 19 0 21 10 50
% 11 0 7 4 6
HANDICRAFT 2 0 1 0 3
% 1 0 0 0 0
HANKY 0 0 36 7 43
% 0 0 12 2 5
KHADI CLOTHES 0 0 0 3 3
% 0 0 0 1 0
KURTA 0 0 0 10 10
% 0 0 0 4 1
LEATHER WORKS 3 2 0 0 5
% 2 1 0 0 1
 Table 5A. Districtwise distribution of sampled units by type of clusterand
by major products / service

UNNAO GORAK BARABANKI HARDOI TOTAL

LUNGI IGORAK
0 HPUR
1 21 6
% 0 1 2 _
PAINT 1 34 ____ 0 35
% 1 23 0 4
PHARMACEUTICAL 2 0 0 0 2
% 1 0 0
POLYBAG 0 0 1
% 0 0 0 0 0
REPAIRING 0 0 0 5 5
% 0 0 0 2 1
ROTATORS 0 0 0 2 2
% 0 0 0 1 0
RUMAL 0 0 5 0 5
% 0 0 2 0 1
1
SCARP 0 0 1 0
0 0
% 0 0 0
4
SHIRT 2 0 2
0
% 1 0 1
SHOE SOLE 0 0 0 1
% 1 0 0 0 0
SHAWL PRODUCT 0 44 0 0 44
% 0 29 0 0 5
STATIONARY, PRINTING, 17 1 8 21 47
ADVERTISEMENT
% PRINTING 10 1 3 7 5
STEEL ALMIRAH & OTHER WORKS 5 3 3 3 14
% 3 2
TERRACOTTA WORKS 0 3 0 0 3
% 0 2 0 0 0
THAN j_ 0 0 5 0 5
% o 0 2 0 1
TRACTOR TROLLEY , WAGON 8 0 14 7 29
% 5 0 5 2 3
TRUCK 1 0 0 3 4
°/ 1 0 0 1 0
TUBE, TILES 0 0 1 0 1
% 0 0 0 0 0
WOOD FURNITURE 29 37 53 47 166
% 17 25 18 17 18
ZARI, CHICKAN WORK & SAREES 33 0 54 91

% 19 0 1 19 10
OTHER 1 0 1 1 3
% 1 0 0 0 0
GRAND TOTAL 173 150 294 282 900

Note : Some units have more than one product therefore total may not tally
 Table 5B.Districtwise distribution of sampled units by
type of cluster and by production activity of the unit

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

Handloom 0 0 4 0 4
Powerloom 0 40 8 0 48
Handmade paper 1 1 0 0 2
Printing 2 0 0 4 6
Leather 1 0 0 0 1
Carpet Weaving 0 1 0 0 1
Bamboo Craft 0 0 1 1 2
Zari 1 0 2 1 4
Beadwork 1 0 0 1 2
Pottery 0 0 1 1 2
Terracotta 0 43 0 0 43
Metal-work 5 1 2 11 19
Lathe 1 0 0 13 14
Engineering 6 5 2 4 17
Wood Carving 3 8 1 1 13
Carpentry 3 13 9 7 32
Other 29 6 37 14 86
Total 53 118 67 58 296

HANDLOOM

Handloom 10 1 39 16 66
Powerloom 0 0 1 0 1
Zari 0 0 2 0 2
Beadwork 0 0 4 0 4
Terracotta 0 1 0 0 1
Other 5 2 1 0 8
Total 15 4 47 16 82

HANDICRAFT

Carpet Weaving 0 0 0 19 19
Zari 14 0 0 12 26
Other 18 0 0 12 30
Total 32 0 0 43 75

OTHER

Handloom 1 0 1 1 3
Powerloom 1 3 11 0 15
Printing 2 0 2 3 7
Leather 1 0 0 0 1

79
 Table 5B.Districtwise distribution of sampled units by
type of cluster and by production activity of the unit

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

Carpet Weaving 0 0 0 1 1
Zari 3 0 1 6 10
Herbal/Tulsi 1 0 0 0 1
Pottery 1 0 0 0 1
Metal-work 0 0 0 1 1
Lathe 0 0 0 2 2
Engineering 2 0 2 0 4
Wood Carving 3 0 0 0 3
Carpentry 7 1 5 0 13
Other 32 24 18 22 96
Total 54 28 40 36 158
ALL CLUSTERS
Handloom 11 1 44 17 73
% 7 1 29 11 12
Powerloom 1 43 20 0 64
% 1 29 13 0 10
Handmade paper 1 1 0 0 2
% 1 1 0 0 0
Printing 4 0 2 7 13
% 3 0 1 5 2
Leather 2 0 0 0 2
% 1 0 0 0 0
Carpet Weaving 0 1 0 20 21
% 0 1 0 13 3
Bamboo Craft 0 0 1 1 2
% 0 0 1 1 0
Zari 18 0 5 19 42
% 12 0 3 12 7
Beadwork 1 0 4 1 6
% 1 0 3 1 1
Herbal/Tulsi 1 0 0 0 1
% 1 0 0 0 0
Pottery 1 0 1 1 3
% 1 0 1 1 0
Terracotta 0 44 0 0 44
% 0 29 0 0 7
Metal-work 5 1 2 12 20
% 3 1 1 8 3
Lathe 1 0 0 15 16
% 1 0 0 10 3
Engineering 8 5 4 4 21
% 5 3 3 3 3
Wood Carving 6 8 1 1 16
% 4 5 1 1 3

80
 Table 5B.Districtwise distribution of sampled units by
type of cluster and by production activity of the unit

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

Carpentry 10 14 14 7 45
% 6 9 9 5 7
Other 84 32 56 48 220
% 55 21 36 31 36
G.Total 154 150 154 153 611

81
 Table 6. Districtwise distribution of sampled units by type of cluster and
by fixed capital (Rs. In lakhs)
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
SSI
<5 32 106 46 58 242
5 -10 5 5 9 0 19
10 - 20 3 5 3 0 11
20 - 50 4 1 2 0 7
50-100 8 1 2 0 11
>100 1 0 5 0 6
Total 53 118 67 58 296

HANDLOOM
<5 14 4 46 16 80
5 -10 0 0 1 0 1
10 - 20 1 0 0 0 1
Total 15 4 47 16 82

HANDICRAFT
<5 30 0 0 43 73
5 -10 2 0 0 0 2
Total 32 0 0 43 75

OTHER
<5 46 27 37 35 145
5 -10 6 1 3 0 10
50-100 2 0 0 1 3
Total 54 28 40 36 158

ALL CLUSTERS
<5 122 137 129 152 540
% 79 91 84 99 88
5 -10 13 6 13 0 32
% 8 4 8 0 5
10 - 20 4 5 3 0 12
% 3 3 2 0 2
20 - 50 4 1 2 0 7
% 3 1 1 0 1
50-100 10 1 2 1 14
% 6 1 1 1 2
>100 1 0 5 0 6
% 1 0 3 0 1
G.Total 154 150 154 153 611

82
 Table 7. Districtwise distribution of sampled units by
type of cluster and by working capital(Rs. In lakhs)

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
<2 28 109 45 55 237
2-5 6 4 2 3 15
5 - 10 3 1 11 0 15
10 - 20 3 0 1 0 4
20- 50 5 1 1 0 7
>50 8 3 7 0 18
Total 53 118 67 58 296

HANDLOOM
<2 13 4 45 14 76
2-5 1 0 0 1 2
5 - 10 1 0 2 1 4
Total 15 4 47 16 82

HANDICRAFT
<2 28 0 0 43 71
2-5 3 0 0 0 3
5 - 10 1 0 0 0 1
Total 32 0 0 43 75

OTHER
<2 41 28 35 34 138
2-5 5 0 3 1 9
5 - 10 5 0 2 1 8
10 - 20 1 0 0 0 1
20- 50 1 0 0 0 1
>50 1 0 0 0 1
Total 54 28 40 36 158
ALL CLUSTERS
<2 110 141 125 146 522
% 71 94 81 95 85
2-5 15 4 5 5 29
% 10 3 3 3 5
5 - 10 10 1 15 2 28
% 6 1 10 1 5
10 - 20 4 0 1 0 5
% 3 0 1 0 1
20- 50 6 1 1 0 8
% 4 1 1 0 1
>50 9 3 7 0 19
% 6 2 5 0 3
G.Total 154 150 154 153 611

83
 Table 8. Districtwise distribution of sampled units by type of
cluster and by output (Rs. In lakhs)
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
SSI
<5 36 100 49 57 242
5 - 10 3 13 6 1 23
10 - 20 3 3 3 0 9
20 - 50 7 1 2 0 10
50- 100 1 1 0 0 2
>100 3 0 7 0 10
Total 53 118 67 58 296

HANDLOOM
<5 11 4 47 14 76
5 - 10 2 0 0 0 2
20 - 50 2 0 0 2 4
Total 15 4 47 16 82

HANDICRAFT
<5 25 0 0 40 65
5 - 10 5 0 0 3 8
20 - 50 2 0 0 0 2
Total 32 0 0 43 75

OTHER
<5 40 28 38 34 140
5 - 10 6 0 2 2 10
10 - 20 4 0 0 0 4
20 - 50 3 0 0 0 3
50- 100 1 0 0 0 1
Total 54 28 40 36 158

ALL CLUSTERS
<5 112 132 134 145 523
% 73 88 87 95 86
5 - 10 16 13 8 6 43
% 10 9 5 4 7
10 - 20 7 3 3 0 13
% 5 2 2 0 2
20 - 50 14 1 2 2 19
% 9 1 1 1 3
50- 100 2 1 0 0 3
% 1 1 0 0 0
>100 3 0 7 0 10
% 2 0 5 0 2
G.Total 154 150 154 153 611

84
 Table 9.Districtwise distribution of sampled units by type of
cluster and by size of employment
SIZE UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
SSI
<5 16 35 16 39 105
5–9 19 65 35 19 138
10 – 19 10 17 13 0 40
20 – 49 5 1 1 0 7
>=50 3 0 2 0 5
Total 53 118 67 58 296

HANDLOOM
<5 7 2 20 3 32
5–9 2 2 26 10 40
10 – 19 3 0 1 1 5
20-49 3 0 0 0 3
>=50 0 0 0 2 2
Total 15 4 47 16 82

HANDICRAFT
<5 11 0 0 28 39
5–9 10 0 0 12 22
10 – 19 6 0 0 3 9
20-49 4 0 0 0 4
>=50 1 0 0 0 1
Total 32 0 0 43 75

OTHER
<5 39 27 22 29 117
5–9 11 0 14 6 31
10 – 19 4 0 0 0 4
20 – 49 1 0 0 1 2
Total 54 28 40 36 158

ALL CLUSTERS
<5 73 64 58 99 294
% 47 43 38 65 48
5 – 10 42 67 75 47 231
% 27 45 49 31 38
10 – 19 22 18 18 4 62
% 14 12 12 3 10
20 – 49 13 1 1 1 16
% 8 1 1 1 3
>=50 4 0 2 2 8
% 3 0 1 1 1
G.Total 154 150 154 153 611

84
 Table 10A. Districtwise distribution of employees as on 31st March 2001 by type of
cluster and by category and sex.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE
SSI
Technical Persons 172 0 462 109 271 7 99 2 1004 118
Contract
Employees 243 70 120 0 110 3 6 0 479 73
Dailywage
Workers 172 37 30 0 108 11 55 0 365 48
Family Workers 40 0 291 144 39 10 36 4 406 158
Total 627 107 903 253 528 31 196 6 2254 397
HANDLOOM
Technical Persons 44 5 14 2 99 60 137 59 294 126
Contract
Employees 28 6 6 0 17 1 75 25 126 32
Dailywage
Workers 18 9 0 0 52 34 46 32 116 75
Family Workers 14 11 8 2 31 29 9 2 62 44
Total 104 31 28 4 199 124 267 118 598 277
HANDICRAFT
Technical Persons 107 47 0 0 0 0 125 32 232 79
Contract
Employees 14 36 0 0 0 0 59 0 73 36
Dailywage
Workers 15 10 0 0 0 0 42 21 57 31
Family Workers 13 17 0 0 0 0 34 12 47 29
Total 149 110 0 0 0 0 260 65 409 175
OTHER
Technical Persons 87 4 9 2 75 13 51 0 222 19
Contract
Employees 4 3 3 0 19 1 13 0 39 4
Dailywage
Workers 44 17 0 0 32 0 35 0 111 17
Family Workers 36 0 6 4 32 10 11 1 85 15
Total 171 24 18 6 158 24 110 1 457 55
ALL CLUSTERS
Technical Persons 410 56 485 113 445 80 412 93 1752 342
% 39 21 51 43 50 45 49 49 47 38
Contract
Employees 289 115 129 0 146 5 153 25 717 145
% 27 42 14 0 16 3 18 13 19 16
Dailywage
Workers 249 73 30 0 192 45 178 53 649 171
% 24 27 3 0 22 25 21 28 17 19
Family Workers 103 28 305 150 102 49 90 19 600 246
G.Total 1051 272 949 263 885 179 833 190 3718 904

86
Table 10B. Districtwise distribution of employees as on 31st March 2001 by type of cluster
and by production activity of unit and sex

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE
SSI
Handloom 0 0 0 0 16 7 0 0 16 7
Powerloom 0 0 292 61 57 13 0 0 349 74
Handmade
paper 0 0 4 1 0 0 0 0 4 1
Printing 16 0 0 0 0 0 13 0 29 0
Leather 48 12 0 0 0 0 0 0 48 12
Carpet Weaving 0 0 24 0 0 0 0 0 24 0
Bamboo Craft 0 0 0 0 8 3 4 4 12 7
Zari 8 0 0 0 4 0 14 0 26 0
Beadwork 0 0 0 0 0 0 4 0 4 0
Pottery 0 0 0 0 36 3 9 0 45 3
Terracotta 0 0 300 176 0 0 0 0 300 176
Metal-work 22 0 6 0 13 0 27 0 68 0
Lathe 7 0 0 0 0 0 41 0 48 0
Engineering 17 0 35 0 4 0 13 0 69 0
Wood Carving 12 0 78 0 6 0 7 0 103 0
Carpentry 6 0 115 0 51 1 23 0 195 1
Other 491 95 49 15 333 4 41 2 914 116
Total 627 107 903 253 528 31 196 6 2254 397
HANDLOOM
Handloom 87 30 2 0 164 88 267 118 520 236
Powerloom 0 0 0 0 0 0 0 0 0 0
Zari 0 0 0 0 8 6 0 0 8 6
Beadwork 0 0 0 0 17 24 0 0 17 24
Terracotta 0 0 6 4 0 0 0 0 6 4
Other 17 1 20 0 10 6 0 0 47 7
Total 104 31 28 4 199 124 267 118 598 277
HANDICRAFT
Carpet Weaving 0 0 0 0 0 0 92 48 92 48
Zari 52 48 0 0 0 0 70 4 122 52
Other 97 62 0 0 0 0 98 13 195 75
Total 149 110 0 0 0 0 260 65 409 175
OTHER
Handloom 6 0 0 0 3 0 8 0 17 0
Powerloom 6 0 12 6 72 18 0 0 90 24
Printing 9 0 0 0 8 0 4 0 21 0
Leather 5 0 0 0 0 0 0 0 5 0
Carpet Weaving 0 0 0 0 0 0 8 0 8 0
Zari 9 3 0 0 6 3 50 1 65 7
Herbal/Tulsi 10 0 0 0 0 0 0 0 10 0
Pottery 4 0 0 0 0 0 0 0 4 0
Metal-work 0 0 0 0 0 0 0 0 0 0
Lathe 0 0 0 0 0 0 14 0 14 0

87
Table 10B. Districtwise distribution of employees as on 31st March 2001 by type of cluster
and by production activity of unit and sex

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE
Engineering 6 0 0 0 13 0 0 0 19 0
Wood Carving 10 0 0 0 0 0 0 0 10 0
Carpentry 24 1 6 0 38 0 0 0 68 1
Other 82 20 0 0 18 3 26 0 126 23
Total 171 24 18 6 158 24 110 1 457 55
ALL CLUSTERS
Handloom 93 30 2 0 183 95 275 118 553 243
% 9 11 0 0 21 53 33 62 15 27
Powerloom 6 0 304 67 129 31 0 0 439 98
% 1 0 32 25 15 17 0 0 12 11
Handmade
paper 0 0 4 1 0 0 0 0 4 1
% 0 0 0 0 0 0 0 0 0 0
Printing 25 0 0 0 8 0 17 0 50 0
% 2 0 0 0 1 0 2 0 1 0
Leather 53 12 0 0 0 0 0 0 53 12
% 5 4 0 0 0 0 0 0 1 1
Carpet Weaving 0 0 24 0 0 0 100 48 124 48
% 0 0 3 0 0 0 12 25 3 5
Bamboo Craft 0 0 0 0 8 3 4 4 12 7
% 0 0 0 0 1 2 0 2 0 1
Zari 69 51 0 0 18 9 134 5 221 65
% 7 19 0 0 2 5 16 3 6 7
Beadwork 0 0 0 0 17 24 4 0 21 24
% 0 0 0 0 2 13 0 0 1 3
Herbal/Tulsi 10 0 0 0 0 0 0 0 10 0
% 1 0 0 0 0 0 0 0 0 0
Pottery 4 0 0 0 36 3 9 0 49 3
% 0 0 0 0 4 2 1 0 1 0
Terracotta 0 0 306 180 0 0 0 0 306 180
% 0 0 32 68 0 0 0 0 8 20
Metal-work 22 0 6 0 13 0 27 0 68 0
% 2 0 1 0 1 0 3 0 2 0
Lathe 7 0 0 0 0 0 55 0 62 0
% 1 0 0 0 0 0 7 0 2 0
Engineering 23 0 35 0 17 0 13 0 88 0
% 2 0 4 0 2 0 2 0 2 0
Wood Carving 22 0 78 0 6 0 7 0 113 0
% 2 0 8 0 1 0 1 0 3 0
Carpentry 30 1 121 0 89 1 23 0 263 2
% 3 0 13 0 10 1 3 0 7 0
Other 687 178 69 15 361 13 16 15 1282 221
% 65 65 7 6 41 7 20 8 34 24
G.Total 1051 272 949 263 885 179 833 190 3718 904

88
 Table 11A. Districtwise distribution of employees as on 31st August 2004 by type of
cluster and by category and sex
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE
SSI
Technical Persons 180 2 552 128 320 8 132 2 1184 140
Contract Employees 275 60 131 0 140 5 5 0 551 65
Daily wage Workers 201 35 55 5 116 15 86 0 458 55
Family Workers 42 1 362 171 52 10 32 4 488 186
Total 698 98 1100 304 628 38 255 6 2681 446
HANDLOOM
Technical Persons 65 9 15 3 107 65 169 72 356 149
Contract Employees 28 7 6 0 23 1 81 25 138 33
Daily wage Workers 31 5 0 0 54 35 78 44 163 84
Family Workers 16 8 9 3 39 36 7 3 71 50
Total 140 29 30 6 223 137 335 144 728 316
HANDICRAFT
Technical Persons 125 73 0 0 0 0 149 25 274 98
Contract Employees 36 37 0 0 0 0 58 0 94 37
Daily wage Workers 26 20 0 0 0 0 61 17 87 37
Family Workers 26 24 0 0 0 0 37 10 63 34
Total 213 154 0 0 0 0 305 52 518 206
OTHER
Technical Persons 91 5 12 0 90 15 62 0 255 20
Contract Employees 4 4 4 0 30 2 13 0 51 6
Daily wage Workers 49 21 0 0 44 0 43 0 136 21
Family Workers 38 0 8 10 36 11 11 0 93 21
Total 182 30 24 10 200 28 129 0 535 68
AL ALL CLUSTERS
Technical Persons 461 89 579 131 517 88 512 99 2069 407
% 37 29 50 41 49 43 50 49 46 39
Contract Employees 343 108 141 0 193 8 157 25 834 141
% 28 35 12 0 18 4 15 12 19 14
Daily wage Workers 307 81 55 5 214 50 268 61 844 197
% 25 26 5 2 20 25 26 30 19 19
Family Workers 122 33 379 184 127 57 87 17 715 291
% 10 11 33 58 12 28 8 8 16 28
G.Total 1233 311 1154 320 1051 203 1024 202 4462 1036

89
 Table 11B. Districtwise distribution of employees as on 31st August 2004 by type of
cluster and by production activity of unit and sex

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE
SSI
Handloom 0 0 0 0 25 8 0 0 25 8
Powerloom 0 0 391 71 67 16 0 0 458 87
Handmade paper 2 0 4 1 0 0 0 0 6 1
Printing 18 2 0 0 0 0 16 0 34 2
Leather 90 12 0 0 0 0 0 0 90 12
Carpet Weaving 0 0 24 0 0 0 0 0 24 0
Bamboo Craft 0 0 0 0 8 4 4 4 12 8
Zari 8 0 0 0 14 0 14 0 36 0
Beadwork 7 0 0 0 0 0 3 0 10 0
Pottery 0 0 0 0 35 3 9 0 44 3
Terracotta 0 0 383 210 0 0 0 0 383 210
Metal-work 26 0 6 0 16 0 40 0 88 0
Lathe 9 0 0 0 0 0 48 0 57 0
Engineering 35 0 36 0 13 0 22 0 106 0
Wood Carving 12 0 80 0 6 0 7 0 105 0
Carpentry 9 3 126 0 57 3 25 0 217 6
Other 482 81 50 22 387 4 67 2 986 109
Total 698 98 1100 304 628 38 255 6 2681 446
HANDLOOM
Handloom 108 26 4 0 176 98 335 144 623 268
Powerloom 0 0 0 0 8 3 0 0 8 3
Zari 0 0 0 0 12 6 0 0 12 6
Beadwork 0 0 0 0 17 24 0 0 17 24
Terracotta 0 0 6 6 0 0 0 0 6 6
Other 32 3 20 0 10 6 0 0 62 9
Total 140 29 30 6 223 137 335 144 728 316
HANDICRAFT
Carpet Weaving 0 0 0 0 0 0 101 34 101 34
Zari 105 67 0 0 0 0 102 5 207 72
Other 108 87 0 0 0 0 102 13 210 100
Total 213 154 0 0 0 0 305 52 518 206
OTHER
Handloom 6 0 0 0 3 0 5 0 14 0
Powerloom 4 0 16 10 98 22 0 0 118 32
Printing 6 0 0 0 8 0 7 0 21 0
Leather 5 0 0 0 0 0 0 0 5 0
Carpet Weaving 0 0 0 0 0 0 8 0 8 0
Zari 13 3 0 0 6 3 62 0 81 6
Herbal/Tulsi 10 0 0 0 0 0 0 0 10 0
Pottery 5 0 0 0 0 0 0 0 5 0
Metal-work 0 0 0 0 0 0 4 0 4 0
Lathe 0 0 0 0 0 0 14 0 14 0
Engineering 6 0 0 0 14 0 0 0 20 0
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE MALE FEMALE

90
 Table 11B. Districtwise distribution of employees as on 31st August 2004 by type of
cluster and by production activity of unit and sex
Wood Carving 10 0 0 0 0 0 0 0 10 0
Carpentry 27 2 8 0 47 0 0 0 82 2
Other 90 25 0 0 24 3 29 0 143 28
Total 182 30 24 10 200 28 129 0 535 68
ALL CLUSTERS
Handloom 114 26 4 0 204 106 340 144 662 276
% 9 8 0 0 19 52 33 71 15 27
Powerloom 4 0 407 81 173 41 0 0 584 122
% 0 0 35 25 16 20 0 0 13 12
Handmade paper 2 0 4 1 0 0 0 0 6 1
% 0 0 0 0 0 0 0 0 0 0
Printing 24 2 0 0 8 0 23 0 55 2
% 2 1 0 0 1 0 2 0 1 0
Leather 95 12 0 0 0 0 0 0 95 12
% 8 4 0 0 0 0 0 0 2 1
Carpet Weaving 0 0 24 0 0 0 109 34 133 34
% 0 0 2 0 0 0 11 17 3 3
Bamboo Craft 0 0 0 0 8 4 4 4 12 8
% 0 0 0 0 1 2 0 2 0 1
Zari 126 70 0 0 32 9 178 5 336 84
% 10 23 0 0 3 4 17 2 8 8
Beadwork 7 0 0 0 17 24 3 0 27 24
% 1 0 0 0 2 12 0 0 1 2
Herbal/Tulsi 10 0 0 0 0 0 0 0 10 0
% 1 0 0 0 0 0 0 0 0 0
Pottery 5 0 0 0 35 3 9 0 49 3
% 0 0 0 0 3 1 1 0 1 0
Terracotta 0 0 389 216 0 0 0 0 389 216
% 0 0 34 68 0 0 0 0 9 21
Metal-work 26 0 6 0 16 0 44 0 92 0
% 2 0 1 0 2 0 4 0 2 0
Lathe 9 0 0 0 0 0 62 0 71 0
% 1 0 0 0 0 0 6 0 2 0
Engineering 41 0 36 0 27 0 22 0 126 0
% 3 0 3 0 3 0 2 0 3 0

Wood Carving 22 0 80 0 6 0 7 0 115 0

% 2 0 7 0 1 0 1 0 3 0

Carpentry 36 5 134 0 104 3 25 0 299 8

% 3 2 12 0 10 1 2 0 7 1

Other 712 196 70 22 421 13 198 15 1401 246

% 58 63 6 7 40 6 19 7 31 24

G. Total 1233 311 1154 320 1051 203 1024 202 4462 1036

91
 Table 12A. Districtwise capital/labour ratio by type of cluster
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI 0.89 0.34 7.60 0.24 2.36

HANDLOOM 0.08 0.00 0.17 0.07 0.11
HANDICRAFT 0.07 0.00 0.00 0.04 0.06
OTHER 0.79 0.14 0.24 0.16 0.46
ALL CLUSTERS 0.61 0.33 4.64 0.12 1.48

Table 12B. Districtwise capital/output ratio by type of cluster

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI 0.42 0.60 1.94 0.42 1.21

HANDLOOM 0.12 0.00 0.44 0.19 0.24
HANDICRAFT 0.23 0.00 0.00 0.11 0.18
OTHER 0.54 0.33 0.54 0.32 0.52
ALL CLUSTERS 0.41 0.59 1.85 0.27 1.08

Table 12C. Districtwise output/labour ratio by type of cluster

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI 2.12 0.57 3.92 0.58 1.95

HANDLOOM 0.67 0.39 0.39 0.37 0.44
HANDICRAFT 0.32 0.00 0.00 0.39 0.35
OTHER 1.46 0.41 0.44 0.50 0.89
ALL CLUSTERS 1.48 0.56 2.52 0.45 1.37

92
 Table 13. Districtwise distribution of sampled units by type of cluster and by
registration/affiliation with Association

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
Manufacture 15 2 0 0 17
Service 2 0 0 0 2
Not affiliated but desire to form association 26 91 55 50 222
Not affiliated and do not need any association 10 25 12 8 55
Total 53 118 67 58 296

HANDLOOM

Manufacture 3 0 0 0 3
Not affiliated but desire to form association 7 4 40 14 65
Not affiliated and do not need any association 5 0 7 2 14
Total 15 4 47 16 82

HANDICRAFT

Manufacture 1 0 0 0 1
Trading 1 0 0 0 1
Not affiliated but desire to form association 24 0 0 39 63
Not affiliated and do not need any association 6 0 0 4 10
Total 32 0 0 43 75

OTHER

Manufacture 5 0 1 0 6
Service 1 0 0 0 1
Not affiliated but desire to form association 20 4 21 13 58
Not affiliated and do not need any association 28 24 18 23 93
Total 54 28 40 36 158

ALL CLUSTERS
Manufacture 24 2 1 0 27
% 16 1 1 0 4
Trading 1 0 0 0 1
% 1 0 0 0 0
Service 3 0 0 0 3
% 2 0 0 0 0
Not affiliated but desire to form association 77 99 116 116 408
% 50 66 75 76 67
Not affiliated and do not need any association 49 49 37 37 172
% 32 33 24 24 28
G.Total 154 150 154 153 611

93
 Table 14A. Districtwise distribution of sampled units by type of cluster
and by getting better facilities (Power Connection)

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

Enough Power 14 106 24 30 174

Cheaper Rate 7 37 34 43 121
Continuance of power 31 105 52 51 239
Total 50 115 58 51 274

HANDLOOM

Enough Power 3 4 18 9 34
Cheaper Rate 2 1 39 12 54
Continuance of power 5 3 42 12 62
Total 9 4 44 12 69

HANDICRAFT

Enough Power 10 0 0 40 50
Cheaper Rate 5 0 0 36 41
Continuance of power 18 0 0 41 59
Total 25 0 0 41 66

OTHER

Enough Power 20 4 12 16 52
Cheaper Rate 10 1 17 12 40
Continuance of power 16 4 22 16 58
Total 34 4 26 16 80

ALL CLUSTERS
Enough Power 47 114 54 95 310
% 40 93 42 79 63
Cheaper Rate 24 39 90 103 256
% 20 32 70 86 52
Continuance of power 70 112 116 120 418
% 59 91 91 100 85
G.Total 118 123 128 120 489

Note: Only responding units have been analysed and therefore total may not tally

94
 Table 14B. Districtwise distribution of sampled units by type of cluster
and by getting better facilities (Water)

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

Enough Water 17 104 17 9 147

Cheaper Rate 2 16 32 9 59
Continuance of Water 18 98 45 17 178
Total 34 115 58 18 225

HANDLOOM

Enough Water 3 3 2 6 14
Cheaper Rate 0 1 11 8 20
Continuance of Water 4 1 13 8 26
Total 7 3 15 9 34

HANDICRAFT

Enough Water 6 0 0 20 26
Cheaper Rate 1 0 0 15 16
Continuance of Water 10 0 0 23 33
Total 19 0 0 23 42

OTHER

Enough Water 8 4 3 10 25
Cheaper Rate 7 0 6 9 22
Continuance of Water 15 4 13 10 42
Total 22 4 15 12 53

ALL CLUSTERS
Enough Water 34 111 22 45 212
% 41 91 25 73 60
Cheaper Rate 10 17 49 41 117
% 12 14 56 66 33
Continuance of Water 47 103 71 58 279
% 57 84 81 94 79
G.Total 82 122 88 62 354

Note : Only responding units have been analysed and therefore total may not tally

96
Table 14C. Districtwise distribution of sampled units by type of cluster and
by getting better facilities (Use of Internal Roads)

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI 35 112 35 22 204

HANDLOOM 7 4 15 10 36
HANDICRAFT 22 0 0 25 47
OTHER 26 4 16 14 60
Total 90 120 66 71 347

Note: Only responding units have been analysed and therefore total may not tally

96
 Table 15. Districtwise distribution of sampled units by type of cluster and by reporting advantage
of being part of cluster in availability of raw material

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
Assured availability 40 50 54 24 168
Timely availability 28 50 36 16 130
Better prices 39 37 26 33 135
Extended credit 36 48 44 33 161
Facilities for storage at site 36 65 55 30 186
Other 14 48 31 2 95
Total 53 118 67 58 296
HANDLOOM
Assured availability 8 1 37 7 53
Timely availability 7 1 35 4 47
Better prices 7 1 32 12 52
Extended credit 7 4 32 14 57
Facilities for storage at site 6 3 32 7 48
Other 1 3 4 0 8
Total 15 4 47 16 82
HANDICRAFT
Assured availability 24 0 0 22 46
Timely availability 19 0 0 20 39
Better prices 25 0 0 28 53
Extended credit 15 0 0 31 46
Facilities for storage at site 18 0 0 24 42
Other 2 0 0 4 6
Total 32 0 0 43 75
OTHER
Assured availability 28 3 24 3 58
Timely availability 21 1 19 6 47
Better prices 22 2 15 10 49
Extended credit 23 2 20 11 56
Facilities for storage at site 27 3 21 13 64
Other 5 1 8 3 17
ALL CLUSTERS
Assured availability 100 54 115 56 325
% 65 36 75 37 53
Timely availability 75 52 90 46 263
% 49 35 58 30 43
Better prices 93 40 73 83 289
% 60 27 47 54 47
Extended credit 81 54 96 89 320
% 53 36 62 58 52
Facilities for storage at site 87 71 108 74 340
% 56 47 70 48 56
Other 22 52 43 9 126
% 14 35 28 6 21
G.Total 154 150 154 153 611

Note: Cluster units have reported more than one advantage and therefore total may not tally

97
 Table 16. Districtwise distribution of sampled units by type of cluster and by
quality control facilities in cluster

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

Better Quality control 13 0 30 29 72

Facilities for test laboratories at reasonable price 2 0 0 0 2
Facility for quality certification 8 1 1 0 10
No quality control system 45 117 66 58 286
Total 53 118 67 58 296

HANDLOOM

Better Quality control 6 0 16 9 31

Facilities for test laboratories at reasonable price 3 0 0 0 3
Facility for quality certification 2 0 0 0 2
No quality control system 13 4 47 16 80
Total 15 4 47 16 82

HANDICRAFT

Better Quality control 15 0 0 5 20

Facilities for test laboratories at reasonable price 6 0 0 0 6
Facility for quality certification 9 0 0 1 10
No quality control system 23 0 0 42 65
Total 32 0 0 43 75

OTHER

Better Quality control 13 0 6 1 20

Facilities for test laboratories at reasonable price 1 0 0 0 1
Facility for quality certification 5 0 0 0 5
No quality control system 49 28 40 36 153

ALL CLUSTERS
Better Quality control 47 0 52 44 143
% 31 0 34 29 23
Facilities for test laboratories at reasonable price 12 0 0 0 12
% 8 0 0 0 2
Facility for quality certification 24 1 1 1 27
% 16 1 1 1 4
No quality control system 130 149 153 152 584
% 84 99 99 99 96
G.Total 154 150 154 153 611

Note: Cluster units has shown more than one characteristic and therefore total may not tally

98
Table 17. Districtwise distribution of sampled units by type of cluster and by reporting
advantages of being part of cluster in marketing of products

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
Identification of markets 42 40 53 36 171
Regular off take low inventories 30 60 39 35 164
Easier transportation 36 39 33 27 135
Facilities for storage of finished goods 34 33 40 19 126
Higher sale price -better bargaining
power 34 61 47 30 172
Regular payment by buyers 38 58 57 44 197
Quicker perception of market changes
in tastes, quality and quantity of goods
to be produced for sale 35 44 58 34 171
Total 53 118 67 58 296
HANDLOOM
Identification of markets 8 1 37 10 56
Regular off take low inventories 7 0 27 12 46
Easier transportation 8 1 31 9 49
Facilities for storage of finished goods 9 1 19 6 35
Higher sale price -better bargaining
power 7 3 24 4 38
Regular payment by buyers 6 4 29 7 46
Quicker perception of market changes 9 2 31 7 49
in tastes, quality and quantity of goods
to be produced for sale
Total 15 4 47 16 82
HANDICRAFT
Identification of markets 24 0 0 22 46
Regular off take low inventories 24 0 0 23 47
Easier transportation 19 0 0 26 45
Facilities for storage of finished goods 19 0 0 23 42
Higher sale price -better bargaining
power 19 0 0 19 38
Regular payment by buyers 21 0 0 25 46
Quicker perception of market changes 20 0 0 22 42
in tastes, quality and quantity of goods
to be produced for sale
Total 32 0 0 43 75
OTHER
Identification of markets 29 3 20 5 57
Regular off take low inventories 23 2 18 11 54
Easier transportation 25 3 17 10 55
Facilities for storage of finished goods 26 1 13 12 52
Higher sale price -better bargaining
power 29 2 12 13 56
Regular payment by buyers 25 2 17 14 58
Quicker perception of market changes 28 1 16 11 56
in tastes, quality and quantity of goods
to be produced for sale
ALL CLUSTERS
Identification of markets 103 44 110 73 330
% 67 29 71 48 54
Regular off take low inventories 84 62 84 81 311
% 55 41 55 53 51

99
Table 17. Districtwise distribution of sampled units by type of cluster and by reporting
advantages of being part of cluster in marketing of products

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

Easier transportation 88 43 81 72 284
% 57 29 53 47 46
Facilities for storage of finished goods 88 35 72 60 255
% 57 23 47 39 42
Higher sale price -better bargaining
power 89 66 83 66 304
% 58 44 54 43 50
Regular payment by buyers 90 64 103 90 347
% 58 43 67 59 57
Quicker perception of market changes 92 47 105 74 318
in tastes, quality and quantity of goods
to be produced for sale

% 60 31 68 48 52
G.Total 154 150 154 153 611

Note: Cluster unit reported more than

one advantage and therefore total
may not tally

100
 Table 18A. Districtwise distribution of sampled units by type of cluster and by
training needs for entrepreneurs

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

TRAINING ABOUT MARKET, PRODUCTION AND 1 26 7 7 41

FINANCE
CREATION OF BETTER MARKET VIEWS & NEW 0 0 4 5 9
DESIGNS
TRAINING FOR UPGRADATION OF MODERN 0 22 17 14 53
TECHNIQUES, MARKET DEALING AND FINANCE
ABOUT ENERGY CONSERVATION, LESS INPUT 0 0 1 3 4
& MORE OUTPUT, PROFIT.
TRAINING ABOUT CONTROL OF QUALITY & 0 0 0 2 2
QUANTITY OF PRODUCT AND LABOUR
MANAGEMENT.
TRAINING PROGRAMMME ABOUT HOW TO 1 8 0 0 9
MAINTAIN INDUSTRIES
TRAINING FOR MARKET PRICES & DEMAND 0 4 0 0 4

ABOUT BUSINESS IMPROVING POLICY AND 2 0 0 0 2

PROGRAME
TRAINING OF QUALITY MAINTAINANCE OF 2 0 0 1 3
PRODUCT,FINANCING & CLIENT DEALING
YES,TRAINING REQUIRED FOR PRODUCTION 4 1 2 0 7
FINANCIAL AND ADMINISTRATION.
ABOUT IMPROVING PRODUCTION, FINANCING 0 0 1 0 1
& WORKER-MANAGEMENT RELATIONS
YES ABOUT NEW DESIGNING & MODERNISE 1 0 6 1 8
MACHINE OPERATION
NO TRAINING REQUIRED 34 52 22 13 121

TOTAL 45 113 60 46 264

HANDLOOM

TRAINING ABOUT MARKET, PRODUCTION AND 1 1 11 2 15

FINANCE
CREATION OF BETTER MARKET VIEWS & NEW 0 0 2 3 5
DESIGNS
TRAINING FOR UPGRADATION OF MODERN 1 1 8 5 15
TECHNIQUES, MARKET DEALING AND FINANCE
ABOUT ENERGY CONSERVATION,LESS INPUT 0 0 5 3 8
& MORE OUTPUT,PROFIT.
TRAINING ABOUT CONTROL OF QUALITY & 0 1 1 0 2
QUANTITY OF PRODUCT AND LABOUR
MANAGEMENT.
TRAINING PROGRAMMME ABOUT HOW TO 1 0 0 0 1
MAINTAIN INDUSTRIES

101
 Table 18A. Districtwise distribution of sampled units by type of cluster and by
training needs for entrepreneurs

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

TRAINING FOR MARKET PRICES & DEMAND 1 0 3 1 5

ABOUT BUSINESS IMPROVING POLICY AND 0 0 7 1 8

PROGRAME
TRAINING OF QUALITY MAINTAINANCE OF 0 0 3 0 3
PRODUCT,FINANCING & CLIENT DEALING
YES,TRAINING REQUIRED FOR PRODUCTION 0 0 1 1 2
FINANCIAL AND ADMINISTRATION.
ABOUT IMPROVING PRODUCTION, FINANCING 8 1 6 0 15
& WORKER-MANAGEMENT RELATIONS
YES ABOUT NEW DESIGNING & MODERNISE 1 0 0 0 1
MACHINE OPERATION
NO TRAINING REQUIRED 13 4 47 16 80

HANDICRAFT

TRAINING ABOUT MARKET,PRODUCTION AND 0 0 0 6 6

FINANCE
CREATION OF BETTER MARKET VIEWS & NEW 0 0 0 3 3
DESIGNS
TRAINING FOR UPGRADATION OF MODERN 1 0 0 2 3
TECHNIQUES, MARKET DEALING AND FINANCE
ABOUT ENERGY CONSERVATION, LESS INPUT 0 0 0 6 6
& MORE OUTPUT, PROFIT.
TRAINING ABOUT CONTROL OF QUALITY & 0 0 0 1 1
QUANTITY OF PRODUCT AND LABOUR
MANAGEMENT.
TRAINING PROGRAMMME ABOUT HOW TO 1 0 0 0 1
MAINTAIN INDUSTRIES
TRAINING FOR MARKET PRICES & DEMAND 0 0 0 1 1

ABOUT BUSINESS IMPROVING POLICY AND 5 0 0 0 5

PROGRAME
TRAINING OF QUALITY MAINTAINANCE OF 3 0 0 4 7
PRODUCT,FINANCING & CLIENT DEALING
YES,TRAINING REQUIRED FOR PRODUCTION 2 0 0 1 3
FINANCIAL AND ADMINISTRATION.
ABOUT IMPROVING PRODUCTION, FINANCING 0 0 0 5 5
& WORKER-MANAGEMENT RELATIONS
YES ABOUT NEW DESIGNING & MODERNISE 18 0 0 14 32
MACHINE OPERATION
NO TRAINING REQUIRED 1 0 0 0 1

Total 31 0 0 43 74

102
 Table 18A. Districtwise distribution of sampled units by type of cluster and by
training needs for entrepreneurs

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

OTHER

TRAINING ABOUT MARKET, PRODUCTION AND 0 3 5 2 10

FINANCE
TRAINING FOR UPGRADATION OF MODERN 2 0 7 3 12
TECHNIQUES, MARKET DEALING AND FINANCE
ABOUT ENERGY CONSERVATION, LESS INPUT 0 0 1 0 1
& MORE OUTPUT, PROFIT.
TRAINING PROGRAMMME ABOUT HOW TO 0 1 0 0 1
MAINTAIN INDUSTRIES
TRAINING FOR MARKET PRICES & DEMAND 0 0 0 1 1

ABOUT BUSINESS IMPROVEMENT POLICY AND 1 0 0 0 1

PROGRAME
TRAINING OF QUALITY MAINTAINANCE OF 1 0 1 0 2
PRODUCT,FINANCING & CLIENT DEALING
ABOUT COMPUTER DESIGNING . 0 0 0 1 1

YES,TRAINING REQUIRED FOR PRODUCTION 1 0 2 0 3

FINANCIAL AND ADMINISTRATION.
ABOUT MORE PRODUCTION & FINANCING & 0 0 1 1 2
IMPROVE WORKER-MANAGEMENT RELATIONS
YES ABOUT NEW DESIGNING & MODERNISE 0 0 2 0 2
MACHINE OPERATION
NO TRAINING REQUIRED 28 0 7 9 44

Total 33 4 26 17 80

ALL CLUSTER

TRAINING ABOUT MARKET, PRODUCTION AND 2 30 23 17 72

FINANCE
% 2 25 17 14 14

CREATION OF BETTER MARKET VIEWS & NEW 0 0 6 11 17

DESIGNS
% 0 0 5 9 3

TRAINING FOR UPGRADATION OF MODERN 4 23 32 24 83

TECHNIQUES, MARKET DEALING AND FINANCE
% 3 19 24 20 17

ABOUT ENERGY CONSERVATION, LESS INPUT 0 0 7 12 19

& MORE OUTPUT, PROFIT.
% 0 0 5 10 4

103
 Table 18A. Districtwise distribution of sampled units by type of cluster and by
training needs for entrepreneurs

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

TRAINING ABOUT CONTROL OF QUALITY & 0 1 1 3 5

QUANTITY OF PRODUCT AND LABOUR
MANAGEMENT.
% 0 1 1 2 1

A TRAINING PROGRAMMME ABOUT HOW TO 2 9 0 0 11

MAINTAIN INDUSTRIES
% 2 7 0 0 2

A TRAINING FOR MARKET PRICES & DEMAND 0 4 0 2 6

% 0 3 0 2 1
ABOUT BUSINESS IMPROVING POLICY AND 9 0 0 0 9
PROGRAME
% 7 0 0 0 2
TRAINING OF QUALITY MAINTAINANCE OF 7 0 4 6 17
PRODUCT,FINANCING & CLIENT DEALING
% 6 0 3 5 3

ABOUT COMPUTER DESIGNING . 0 0 0 1 1

% 0 0 0 1 0
YES,TRAINING REQUIRED FOR PRODUCTION 7 1 11 2 21
FINANCIAL AND ADMINISTRATION.
% 6 1 8 2 4

ABOUT MORE PRODUCTION & FINANCING & 0 0 5 1 6

IMPROVING WORKER-MANAGEMENT
RELATIONS
% 0 0 4 1 1
YES ABOUT NEW DESIGNING & MODERNISE 1 0 9 7 17
MACHINE OPERATION
% 1 0 7 6 3
NO TRAINING REQUIRED 88 53 35 36 212

% 72 44 26 30 43

RELATED WITH SALES OF FINISHED GOODS & 2 0 0 0 2

WELL VERSED MARKETING.
% 2 0 0 0 0

GRAND TOTAL 122 121 133 122 498

Note: Only responding units have been analysed and therefore total may not tally

104
 Table 18B. Districtwise distribution of sampled units by type of cluster and
by training needs for managers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

TRAINING ABOUT ADMINISTRATION, 1 16 9 1 27

PRODUCTION & FINANCIAL
TRAINING FOR NEW TECHNOLOGY AND 0 12 4 2 18
UPGRADE MARKETING
ABOUT LABOUR MANAGEMENT 0 8 3 0 11

SHORT TRAINING ABOUT PRODUCT 1 2 2 2 7

AND MARKET
TRAINING ABOUT MARKET 0 10 0 0 10
AVAILABILITY AND FINANCE,
ADMINISTRATION
TRAINING ABOUT HOW TO MAINTAIN 0 10 8 10 28
WORKERS
TRAINING ABOUT HOW CAN OPERATE 0 5 0 1 6
MACHINE .
ABOUT EFFICIENT USE OF RAW 0 0 1 0 1
MATERIALS, QUALITY MAINTENANCE
OF PRODUCT
COST EFFICIENCY BETTER 1 0 0 0 1
MANAGEMENT OF ENERGY
CONSUMPTION
LOW COST, BEST QUALITY PRODUCT, 0 0 1 0 1
LOW INVENTORIES
DEVELOP NEW SKILLS & IDEAS 1 0 0 0 1

NO KNOWLEDGE & TRAINING 10 7 13 8 38

REQUIRED
MANAGEMENT OF PRODUCTION 0 1 1 0 2

FINANCIAL MANAGEMENT . 1 0 1 7 9

TRAINING ABOUT HOW CAN MANAGE 0 2 0 0 2

INDUSTRIES
TOTAL 15 73 43 31 162

HANDLOOM

TRAINING ABOUT ADMINISTRATION, 2 1 7 1 11

PRODUCTION & FINANCIAL
ABOUT LABOUR MANAGEMENT 0 0 0 1 1

SHORT TRAINING ABOUT PRODUCT 0 0 0 1 1

AND MARKET
TRAINING ABOUT MARKET 1 1 3 0 5
AVAILABILITY AND FINANCE,
ADMINISTRATION

105
 Table 18B. Districtwise distribution of sampled units by type of cluster and
by training needs for managers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

TRAINING ABOUT HOW TO MAINTAIN 0 0 7 7 14

WORKERS
ABOUT EFFICIENT USE OF RAW 0 0 4 0 4
MATERIALS, QUALITY MAINTENANCE
OF PRODUCT
ENERGY SAVING 1 0 0 0 1

NO KNOWLEDGE & TRAINING 1 1 15 3 20

REQUIRED
TRAINING RELATED TO INFORMATION 0 0 1 0 1
ABOUT CHARGES OF GOVT. BANK
RATES
ABOUT ADMINISTRATION & 0 0 2 0 2
MANAGEMENT
MANAGEMENT OF PRODUCTION 0 0 1 0 1

FINANCIAL MANAGEMENT . 0 0 1 3 4

TOTAL 5 3 41 16 65

HANDICRAFT

TRAINING ABOUT ADMINISTRATION, 3 0 0 10 13

PRODUCTION & FINANCIAL
ABOUT LABOUR MANAGEMENT 0 0 0 4 4

SHORT TRAINING ABOUT PRODUCT 0 0 0 4 4

AND MARKET
TRAINING ABOUT MARKET 0 0 0 2 2
AVAILABILITY AND FINANCE,
ADMINISTRATION
TRAINING ABOUT HOW TO MAINTAIN 1 0 0 6 7
WORKERS
ENERGY SAVING 1 0 0 0 1

NO KNOWLEDGE & TRAINING 5 0 0 10 15

REQUIRED
TOTAL 10 0 0 36 46

OTHER

TRAINING ABOUT ADMINISTRATION, 2 0 0 2 4

PRODUCTION & FINANCIAL
TRAINING FOR NEW TECHNOLOGY AND 0 2 0 0 2
UPGRADE MARKETING
ABOUT LABOUR MANAGEMENT 0 0 3 2 5

106
 Table 18B. Districtwise distribution of sampled units by type of cluster and
by training needs for managers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SHORT TRAINING ABOUT PRODUCT 0 0 1 4 5

AND MARKET
TRAINING ABOUT MARKET 0 0 4 1 5
AVAILABILITY AND FINANCE,
ADMINISTRATION
TRAINING ABOUT HOW TO MAINTAIN 0 0 1 1 2
WORKERS
TRAINING ABOUT HOW TON OPERATE 0 0 0 1 1
MACHINE .
ABOUT EFFICIENT USE OF RAW 1 0 1 0 2
MATERIALS, QUALITY MAINTENANCE
OF PRODUCT
ABOUT THE MANAGEMENT OF 0 0 2 0 2
BUSINESS
COMPARING & PRINTING 1 0 0 0 1

DEVELOP NEW SKILLS & IDEAS 0 0 1 0 1

NO KNOWLEDGE & TRAINING 7 1 2 1 11

REQUIRED
TRAINING OF MANAGEMENT OF SSI 0 0 1 0 1

ABOUT ADMINISTRATION & 0 0 1 0 1

MANAGEMENT
FINANCIAL MANAGEMENT . 0 0 2 0 2

TRAINING ABOUT HOW TO MANAGE 0 1 0 0 1

INDUSTRIES
TOTAL 11 4 19 12 46

ALL CLUSTERS

TRAINING ABOUT ADMINISTRATION, 8 17 16 14 55

PRODUCTION & FINANCIAL
% 20 21 16 15 17

TRAINING FOR NEW TECHNOLOGY AND 0 14 4 2 20

UPGRADE MARKETING
% 0 18 4 2 6

ABOUT LABOUR MANAGEMENT 0 8 6 7 21

% 0 10 6 7 7
SHORT TRAINING ABOUT PRODUCT 1 2 3 11 17
AND MARKET
% 2 3 3 12 5

107
 Table 18B. Districtwise distribution of sampled units by type of cluster and
by training needs for managers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

TRAINING ABOUT MARKET 1 11 7 3 22

AVAILABILITY AND FINANCE,
ADMINISTRATION
% 2 14 7 3 7

TRAINING ABOUT HOW TO MAINTAIN 1 10 16 24 51

WORKERS
% 2 13 16 25 16

TRAINING ABOUT HOW TO OPERATE 0 5 0 2 7

MACHINE .
% 0 6 0 2 2

ABOUT EFFICIENT USE OF RAW 1 0 6 0 7

MATERIALS, QUALITY MAINTENANCE
OF PRODUCTS
% 2 0 6 0 2

ABOUT THE MANAGEMENT OF 0 0 2 0 2

BUSINESS
% 0 0 2 0 1

COMPARING & PRINTING 1 0 0 0 1

% 2 0 0 0 0
COST EFFICIENCY BETTER 1 0 0 0 1
MANAGEMENT ENERGY CONSUMPTION
% 2 0 0 0 0

LOW COST, BEST QUALITY PRODUCT 0 0 1 0 1

LOW INVENTORIES
% 0 0 1 0 0
ENERGY SAVING 2 0 0 0 2

% 5 0 0 0 1

DEVELOP NEW SKILLS & IDEAS 1 0 1 0 2

% 2 0 1 0 1

NO KNOWLEDGE & TRAINING 23 9 30 22 84

REQUIRED
% 56 11 29 23 26

TRAINING OF MANAGEMENT OF SSI 0 0 1 0 1

% 0 0 1 0 0

108
 Table 18B. Districtwise distribution of sampled units by type of cluster and
by training needs for managers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

TRAINING RELATED TO INFORMATION 0 0 1 0 1

ABOUT CHARGES OF GOVT. BANK
RATES
% 0 0 1 0 0

ABOUT ADMINISTRATION & 0 0 3 0 3

MANAGEMENT
% 0 0 3 0 1

MANAGEMENT OF PRODUCTION 0 1 2 0 3

% 0 1 2 0 1

FINANCIAL MANAGEMENT . 1 0 4 10 15

% 2 0 4 11 5

A TRAINING ABOUT HOW TO MANAGE 0 3 0 0 3

INDUSTRIES
% 0 4 0 0 1

GRAND TOTAL 41 80 103 95 319

Note: Only responding units have been analysed therefore total may not tally

109
 Table 18C. Districtwise distribution of sampled units by type of cluster and by
training needs for skilled workers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

TRAINING OF QUALITY MAINTENANCE & 2 28 3 4 37

ABOUT NEW MACHINERY
TRAINING ABOUT NEW & UPGRADED 1 16 6 3 26
TECHNOLOGIES
INITIAL TRAINING FOR SKILLS 1 18 1 1 21

ABOUT NEW DESIGN MACHINES 1 0 2 6 9

SHOULD BE GIVEN TO TECHNICIANS
TRAINING ABOUT POWER 0 0 2 0 2
CONSERVATION
TRAINING ABOUT PRODUCTION 2 0 0 1 3

TRAINING FOR LESS INPUT AND MORE 0 0 1 0 1

OUTPUT & PROFIT
TRAINING FOR EFFICIENT USE OF RAW 0 1 3 4 8
MATERIALS, QUALITY MAINTENANCE
ABOUT FOR HOW TO MAINTAIN 0 0 1 3 4
HARMONIOUS RELATION BETWEEN
LABOUR & OWNERS
TRAINING OF CLOTH PRINTING, 1 0 0 0 1
DYEING
CREATION OF BETTER MARKETS 1 0 0 2 3
ACCORDING TO CHANGING MARKET
CONDITION .
NO TRAINING REQUIRED 5 2 5 1 13

POWERLOOM TRAINING WITH THE 0 0 2 1 3

HELP OF SKILLE D TECHNICIANS OF BIG
INDUSTRIES
RELATED TO SHEET METAL WORKS, 1 1 2 0 4
DESIGNING WORKS AND TRAINING
TRAINING & PROGRAM MUST BE 0 0 1 0 1
CONDUCTED BY SENIOR TECHNICIAN
YES TRAINING HOW TO GET BETTER 0 0 1 0 1
PRODUCT
TRAINING OF MACHINE OPERATING, 1 0 1 2 4
NEW FASHION, DESIGNING AND
PRODUCTION
TRAINING FOR NEW TECHNOLOGY, 0 6 5 1 12
DESIGN, UPGRADATION OF SKILLS
BETTER TRAINING FACILITIES UNDER 0 0 5 0 5
BIG INDUSTRIES PROFESSIONALS
PROVIDE EFFICIENT TRAINING WITH 0 0 2 2 4
THE HELP OF SKILLED TECHNICIANS.
Total 16 72 44 30 162

110
 Table 18C. Districtwise distribution of sampled units by type of cluster and by
training needs for skilled workers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

HANDLOOM

TRAINING OF QUALITY MAINTENANCE & 2 1 6 0 9

ABOUT NEW MACHINERY
TRAINING ABOUT NEW & UPGRADED 0 0 5 0 5
TECHNOLOGIES
INITIAL TRAINING FOR SKILLS 3 1 0 0 4

ABOUT NEW DESIGN MACHINES 0 0 4 3 7

SHOULD BE GIVEN TO TECHNICIANS
TRAINING ABOUT POWER 0 0 1 0 1
CONSERVATION
TRAINING ABOUT PRODUCTION 0 0 2 1 3

TRAINING FOR EFFICIENT USE OFRAW 0 0 4 3 7

MATERIALS, QUALITY MAINTENANCE
ABOUT FOR HOW TO MAINTAIN 0 0 4 1 5
HARMONIOUS RELATION BETWEEN
LABOUR & OWNERS
TRAINING ABOUT HANDLOOM WORKS 0 0 2 0 2

CREATION OF BETTER MARKETS 0 0 1 3 4

ACCORDING TO CHANGING MARKET
CONDITION .
NO TRAINING REQUIRED 1 0 6 0 7

POWERLOOM TRAINING WITH THE 0 0 1 0 1

HELP OF SKILLED TECHNICIANS OF BIG
INDUSTRIES
RELATED TO SHEET METAL WORKS, 1 0 0 0 1
DESIGNING WORKS AND TRAINING
TRAINING & PROGRAM MUST BE 0 0 3 1 4
CONDUCTED BY SENIOR TECHNICIAN
YES TRAINING HOW TO GET BETTER 0 0 1 0 1
PRODUCT
TRAINING OF MACHINE OPERATING, 0 0 2 0 2
NEW FASHION, DESIGNING AND
PRODUCTION
TRAINING FOR NEW TECHNOLOGY, 1 1 0 1 3
DESIGN, UPGRADATION OF SKILLS .
TRAINING OF MACHINE OPERATORS 0 0 1 0 1

BETTER TRAINING FACILITIES UNDER 0 0 2 0 2

BIG INDUSTRIES PROFESSIONALS
Total 8 3 45 13 69

111
 Table 18C. Districtwise distribution of sampled units by type of cluster and by
training needs for skilled workers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

HANDICRAFT

TRAINING OF QUALITY MAINTENANCE & 2 0 0 1 3

ABOUT NEW MACHINERY
INITIAL TRAINING FOR SKILLS 1 0 0 1 2

ABOUT NEW DESIGN MACHINES 2 0 0 9 11

SHOULD BE GIVEN TO TECHNICIANS
TRAINING ABOUT POWER 0 0 0 1 1
CONSERVATION
TRAINING ABOUT PRODUCTION 0 0 0 2 2

TRAINING FOR LESS INPUT AND MORE 0 0 0 1 1

OUT PUT & PROFIT
TRAINING FOR EFFICIENT USE OF RAW 0 0 0 9 9
MATERIALS, QUALITY MAINTENANCE
ABOUT HOW TO MAINTAIN 0 0 0 4 4
HARMONIOUS RELATIONS BETWEEN
LABOUR & OWNERS
ABOUT HANDICRAFT ART KNOWLEDGE 3 0 0 0 3

TRAINING ABOUT HANDLOOM WORKS 0 0 0 1 1

NO TRAINING REQUIRED 4 0 0 1 5

RELATED TO SHEET METAL WORKS, 1 0 0 0 1

DESIGNING WORKS AND TRAINING
RELATED WITH FURNITURE & 1 0 0 0 1
CARPENTRY.
REPAIRING TRAINING 1 0 0 0 1
TRAINING OF MACHINE OPERATING, 1 0 0 2 3
NEW FASHION, DESIGNING AND
PRODUCTION
TRAINING FOR NEW TECHNOLOGY, 1 0 0 3 4
DESIGN, UPGRADATION OF SKILLS .
TOTAL 17 0 0 35 52

OTHER
TRAINING OF QUALITY MAINTENANCE & 0 2 6 5 13
ABOUT NEW MACHINERY
TRAINING ABOUT NEW & UPGRADED 1 1 3 1 6
TECHNOLOGIES
INITIAL TRAINING FOR SKILLS 2 1 1 0 4
ABOUT NEW DESIGN MACHINES 2 0 0 1 3
SHOULD BE GIVEN TO TECHNICIANS

112
 Table 18C. Districtwise distribution of sampled units by type of cluster and by
training needs for skilled workers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

TRAINING FOR EFFICIENT USE OFRAW 0 0 1 0 1

MATERIALS, QUALITY MAINTENANCE
ABOUT HOW TO MAINTAIN 0 0 1 0 1
HARMONIOUS RELATIONS BETWEEN
LABOUR & OWNERS
TRAINING ABOUT HANDLOOM WORKS 0 0 1 0 1

TRAINING IN CLOTH PRINTING, DYEING 1 0 0 1 2

CREATION OF BETTER MARKETS 0 0 1 0 1

ACCORDING TO CHANGING MARKET
CONDITION .
NO TRAINING REQUIRED 5 0 1 0 6
POWERLOOM TRAINING WITH THE 0 0 1 0 1
HELP OF SKILLED TECHNICIANS OF BIG
INDUSTRIES
RELATED TO SHEET METAL WORKS, 2 0 1 0 3
DESIGNING WORKS AND TRAINING
RELATED WITH FURNITURE & 1 0 0 0 1
CARPENTRY.
YES TRAINING HOW TO GET BETTER 0 0 1 0 1
PRODUCT
TRAINING OF MACHINE OPERATING, 0 0 0 3 3
NEW FASHION, DESIGNING AND
PRODUCTION
TRAINING FOR NEW TECHNOLOGY, 3 0 2 1 6
DESIGN, UPGRADATION OF SKILLS
BETTER TRAINING FACILITIES UNDER 0 0 1 0 1
BIG INDUSTRIES PROFESSIONALS
TOTAL 17 4 21 12 54
ALL CLUSTERS
TRAINING OF QUALITY MAINTENANCE & 6 31 15 10 62
ABOUT NEW MACHINERY
% 10 39 14 11 18
A TRAINING ABOUT NEW & UPGRADED 2 17 14 4 37
TECHNOLOGIES
% 3 22 13 4 11
INITIAL TRAINING FOR SKILLS 7 20 2 2 31

% 12 25 2 2 9
ABOUT NEW DESIGN MACHINES 5 0 6 19 30
SHOULD BE GIVEN TO TECHNICIANS
% 9 0 5 21 9
TRAINING ABOUT POWER 0 0 3 1 4
CONSERVATION
% 0 0 3 1 1

113
 Table 18C. Districtwise distribution of sampled units by type of cluster and by
training needs for skilled workers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

TRAINING ABOUT PRODUCTION 2 0 2 4 8

% 3 0 2 4 2

TRAINING FOR LESS INPUT AND MORE 0 0 1 1 2

OUTPUT & PROFIT
% 0 0 1 1 1

TRAINING FOR EFFICIENT USE OF RAW 0 1 8 16 25

MATERIALS, QUALITY MAINTENANCE
% 0 1 7 18 7

ABOUT HOW TO MAINTAIN 0 0 6 8 14

HARM ONIOUS RELATIONS BETWEEN
LABOUR & OWNERS
% 0 0 5 9 4

ABOUT HANDICRAFT ART KNOWLEDGE 3 0 0 0 3

% 5 0 0 0 1

TRAINING ABOUT HANDLOOM WORKS 0 0 4 1 5

% 0 0 4 1 1

TRAINING OF CLOTH PRINTING, 2 0 0 1 3

DYEING
% 3 0 0 1 1

CREATION OF BETTER MARKETS 1 0 2 5 8

ACCORDING TO CHANGING MARKET
CONDITION .
% 2 0 2 5 2
NO TRAINING REQUIRED 15 2 12 2 31

% 26 3 11 2 9
POWERLOOM TRAINING WITH THE 0 0 4 1 5
HELP OF SKILLED TECHNICIANS OF BIG
INDUSTRIES
% 0 0 4 1 1
RELATED TO SHEET METAL WORKS, 5 1 3 0 9
DESIGNING WORKS AND TRAINING
% 9 1 3 0 3

RELATED WITH FURNITURE & 2 0 0 0 2

CARPENTRY.
% 3 0 0 0 1

114
 Table 18C. Districtwise distribution of sampled units by type of cluster and by
training needs for skilled workers

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

REPAIRING TRAINING 1 0 0 0 1

% 2 0 0 0 0

TRAINING PROGRAM MUST BE 0 0 4 1 5

CONDUCTED BY SENIOR TECHNICIAN
% 0 0 4 1 1

YES TRAINING HOW TO GET BETTER 0 0 3 0 3

PRODUCT
% 0 0 3 0 1

TRAINING OF MACHINE OPERATION, 2 0 3 7 12

NEW FASHION, DESIGNING AND
PRODUCTION
% 3 0 3 8 4

TRAINING FOR NEW TECHNOLOGY, 5 7 7 6 25

DESIGN, UPGRADATION OF SKILLS
% 9 9 6 7 7

TRAINING OF MACHINE OPERATORS 0 0 1 0 1

% 0 0 1 0 0

BETTER TRAINING FACILITIES UNDER 0 0 8 0 8

BIG INDUSTRIES PROFESSIONALS
% 0 0 7 0 2

PROVIDE EFFICIENT TRAINING WITH 0 0 2 2 4

THE HELP OF SKILLED TECHNICIANS.
% 0 0 2 2 1

GRAND TOTAL 58 79 110 91 338

Note: Only responding units have been analysed and therefore total may not tally

115
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

ATTAIN IN WORLD CLASS STANDARDS TO 3 0 0 0 3

COMPETE IN THE GLOBAL MARKET
AVAILABILITY OF ALTERNATE FACILITY 11 7 14 3 35
(LIGHT ,WATER ,TRANSPORT, RAW
MATERIAL AND TECHNOLOGY.
BY ADOPTION OF NEW & ADVANCED 0 0 5 5 10
TECHNOLOGY .
CLASS STANDARDS TO COMPETE IN THE 1 0 1 0 2
GLOBAL AND REQUIREMENT
CO-OPERATION BETWEEN FOREIGN 0 0 2 2 4
INVESTORS & SSI UNITS.
CREATION OF BETTER WORKING 0 0 5 8 13
STANDARDS AND MODERN FACILITIES
DEVELOPMENT AND MARKETING 2 0 0 0 2
SHOULD BE IN LOCAL MARKET.
DIVERSIFICATION 11 7 6 12 36

EASY AVAILABILITY OF GOOD RAW 1 0 0 0 1

MATERIAL, MARKET ,FINANCE AND
TRANSPORT FACILITIES.
EFFICIENT MANAGEMENT OF RAW 5 1 6 11 23
MATERIALS, FINE MARKET AND LABOURS
GOVERNMENT SHOULD HELP THE 3 0 2 5 10
FINISHED GOODS TO WORLD CLASS
STANDARDS.
IMPROVING QUALITY THROUGH MODERN 1 0 0 0 1
TECHNIQUES
INCREASING PRODUCTIVITY OF 6 3 2 2 13
WORKERS
KNOWLEDGE OF DEMANDS OF WORLD 1 3 0 0 4
CLASS MARKET AND MODERN
TECHNOLOGY
LABOUR TRAINING 1 0 0 0 1

LESS EXCISE DUTY 0 0 1 0 1

MACHINES SHOULD BE ALSO OF 1 0 0 0 1

MODERN TECHNOLOGY
MANAGEMENT OF RAW MATERIALS 0 0 0 1 1

MANUFACTURE INSTITUTION SHOULD BE 0 0 0 1 1

DEVELOPED
MARKET REQUIREMENT OF CHANGE 1 0 0 0 1

116
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

MODERN MACHINERY, TECHNIQUE AND 10 0 26 21 57

MARKETING
MUTUAL UNDERSTANDING MUST BE 0 0 1 0 1
CREATED BETWEEN SMALL AND BIG
UNITS
PROVIDE WITH BETTER 1 0 5 4 10
INFRASTRUCTURE. ( LIKE ROADS,
ELECTRICITY ETC.)
QUALITY SHOULD BE APPROVED BY 0 0 1 0 1
GOVT.
RAW MATERIAL WHICH WE GET SHOULD 1 0 0 0 1
BE STANDARD QUALITY
REDUCTION IN THE COST OF 5 0 2 1 8
PRODUCTION THROUGH EFFICIENT
MANAGEMENTS OF RAW MATERIALS.
SAME QUALITY AS GOODS IN DESIGNING 1 0 1 0 2
COLOURS
SKILLE D TECHNICAL WORKERS. 4 7 1 1 13

STANDARD QUALITY OF RAW MATERIAL 5 0 0 0 5

FOR STANDARD FINISHED GOOD.
TAX SHOULD BE LOW 1 0 0 0 1
THROUGH KNOWLEDGE OF STANDARD 0 3 2 0 5
RAW MATERIALS
TO ENSURE THE QUALITY OF RAW 2 0 0 0 2
MATERIALS
TECHNOLOGY MUST BE UPGRADED. 0 0 2 2 4

THROUGH KNOWLEDGE & STANDARD 9 35 39 35 118

MARKET AND NEW TECHNOLOGIES
THERE ARE NEED TO ATTAIN WORLD 6 1 0 1 8
CLASS STANDARD.
THROUGH DEMAND OF WORLD CLASS 0 0 1 0 1
MARKET
THROUGH AVAILABILITY OF STANDARD 0 38 13 6 57
RAW MATERIALS.
THROUGH AVAILABILITY OF STANDARD 12 11 8 15 46
RAW MATERIALS, SKILLED WORKERS
AND MARKETS
WORKERS MUST BE GIVEN SPECIAL 0 1 2 0 3
TRAINING THROUGH EXPERIENCED
TECHNICIAN WORK AND MATERIAL
WE HAVE THINK TO ABOUT LOCAL 6 0 0 0 6
MARKET ONLY YET BY PROPER
INCREASED LEVEL GOOD INSTRUCTOR
TOTAL 46 117 67 58 288

117
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

HANDLOOM

ANY REPUTED AGENCY SHOULD ENSURE 0 0 3 1 4

THE QUALITY OF RAW MATERIALS
ATTAIN IN WORLD CLASS STANDARDS TO 1 0 0 0 1
COMPETE IN THE GLOBAL MARKET
AVAILABILITY OF ALTERNATE FACILITY 6 0 8 0 14
(LIGHT ,WATER ,TRANSPORT, RAW
MATERIAL AND TECHNOLOGY.
BANK SHOULD GIVE CREDIT CARD TO 1 0 0 0 1
HANDLOOM ENTREPRENEURS.
BY ADOPTION OF NEW & ADVANCED 0 0 5 0 5
TECHNOLOGY .
CLASS STANDARDS TO COMPETE IN THE 0 0 1 0 1
GLOBAL AND REQUIREMENT
CO-OPERATION BETWEEN FOREIGN 0 0 3 0 3
INVESTORS & SSI UNITS.
CREATION OF BETTER WORKING 0 0 1 1 2
STANDARDS AND MODERN FACILITIES
DEVELOPMENT AND MARKETING 0 0 1 0 1
SHOULD BE IN LOCAL MARKET.
DIVERSIFICATION 3 0 10 3 16

EASY AVAILABILITY OF GOOD RAW 1 0 1 0 2

MATERIAL, MARKET, FINANCE AND
TRANSPORT FACILITIES.
EFFICIENT MANAGEMENT OF RAW 2 0 11 3 16
MATERIALS, FINE MARKET AND LABOURS
GOVERNMENT SHOULD HELP THE 0 0 4 1 5
FINISHED GOODS TO WORLD CLASS
STANDARDS.
IMPROVING QUALITY THROUGH MODERN 1 0 0 0 1
TECHNIQUES
INCREASING PRODUCTIVITY OF 2 0 5 0 7
WORKERS
KNOWLEDGE OF DEMANDS OF WORLD 0 0 3 0 3
CLASS MARKET AND MODERN
TECHNOLOGY
LESS EXCISE DUTY 0 0 1 0 1

MACHINES SHOULD BE ALSO OF 1 0 1 0 2

MODERN TECHNOLOGY
MANAGEMENT OF RAW MATERIALS 0 0 3 0 3

MARKET REQUIREMENT OF CHANGE 2 0 1 0 3

118
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

MODERN MACHINERY, TECHNIQUE AND 5 0 11 6 22

MARKETING
PROVIDE WITH BETTER 1 0 2 5 8
INFRASTRUCTURE. ( LIKE ROADS,
ELECTRICITY ETC.)
QUALITY SHOULD BE APPROVED BY 1 0 0 0 1
GOVT.
RAW MATERIAL WHICH WE GET SHOULD 0 0 2 0 2
BE STANDARD QUALITY
REDUCTION IN THE COST OF 1 0 3 1 5
PRODUCTION THROUGH EFFICIENT
MANAGEMENTS OF RAW MATERIALS.
ADOPTION OF NEW ADVANCED 0 0 1 0 1
TECHNOLOGY
SKILLED TECHNICAL WORKERS. 0 0 1 2 3

TECHNOLOGY MUST BE UPGRADED. 0 0 1 0 1

THROUGH KNOWLEDGE & STANDARD 2 4 19 6 31

MARKET AND NEW TECHNOLOGIES
THERE ARE NEED TO ATTAIN WORLD 0 0 1 0 1
CLASS STANDARD.
THROUGH AVAILABILITY OF STANDARD 0 3 6 5 14
RAW MATERIALS.
THROUGH AVAILABILITY OF STANDARD 0 0 18 5 23
RAW MATERIALS, SKILLED WORKERS
AND MARKETS
WORKERS MUST BE GIVEN SPECIAL 1 0 0 0 1
TRAINING THROUGH EXPERIENCED
TECHNICIAN WORK AND MATERIAL
TOTAL 15 4 47 16 82

HANDICRAFT

ANY REPUTED AGENCY SHOULD ENSURE 0 0 0 1 1

THE QUALITY OF RAW MATERIALS
AVOID POOR SUPPLY PROPER MARKET 1 0 0 0 1
GUIDANCE
A STABILISED NEW RAW MATERIAL 1 0 0 0 1
MARKET
AVAILABILITY OF ALTERNATE FACILITY 10 0 0 1 11
(LIGHT ,WATER ,TRANSPORT, RAW
MATERIAL AND TECHNOLOGY.
BANK SHOULD GIVE CREDIT CARD TO 1 0 0 0 1
HANDLOOM ENTREPRENEURS.

119
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

BY ADOPTION OF NEW & ADVANCED 0 0 0 2 2

TECHNOLOGY .
CO-OPERATION BETWEEN FOREIGN 0 0 0 2 2
INVESTORS & SSI UNITS.
DESIGN OF FINISHED GOODS SHOULD BE 2 0 0 0 2
UPGRADED
DIVERSIFICATION 2 0 0 11 13

EASY AVAILABILITY OF GOOD RAW 1 0 0 1 2

MATERIAL, MARKET, FINANCE AND
TRANSPORT FACILITIES.
EFFICIENT MANAGEMENT OF RAW 5 0 0 2 7
MATERIALS, FINE MARKET AND LABOURS
GOVERNMENT SHOULD HELP THE 2 0 0 6 8
FINISHED GOODS TO WORLD CLASS
STANDARDS.
INCREASING PRODUCTIVITY OF 7 0 0 0 7
WORKERS
MARKET REQUIREMENT OF CHANGE 3 0 0 0 3

MATERIAL SHOULD BE GOVT. APPROVED 1 0 0 0 1

AT CHEAP RATE
MODERN MACHINERY, TECHNIQUE AND 10 0 0 2 12
MARKETING
PROVIDE WITH BETTER 1 0 0 0 1
INFRASTRUCTURE. ( LIKE ROADS,
ELECTRICITY ETC.)
QUALITY SHOULD BE APPROVED BY 2 0 0 0 2
GOVT.
RAW MATERIAL WHICH WE GET SHOULD 1 0 0 0 1
BE STANDARD QUALITY
REDUCTION IN THE COST OF 4 0 0 0 4
PRODUCTION THROUGH EFFICIENT
MANAGEMENTS OF RAW MATERIALS.
SHOULD BE MAINTENANCE THE QUALITY 1 0 0 0 1
OF CLUSTERS BY GOVT.
SKILLED TECHNICAL WORKERS. 3 0 0 4 7

STANDARD QUALITY OF RAW MATERIAL 1 0 0 0 1

FOR STANDARD FINISHED GOOD.
TO ENSURE THE QUALITY OF RAW 1 0 0 0 1
MATERIALS
TECHNOLOGY MUST BE UPGRADED. 2 0 0 0 2

THROUGH KNOWLEDGE & STANDARD 3 0 0 51 54

MARKET AND NEW TECHNOLOGIES

120
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

THERE ARE NEED TO ATTAIN WORLD 2 0 0 0 2

CLASS STANDARD.
THROUGH AVAILABILITY OF STANDARD 0 0 0 11 11
RAW MATERIALS.
THROUGH AVAILABILITY OF STANDARD 8 0 0 13 21
RAW MATERIALS, SKILLED WORKERS
AND MARKETS
WORKERS MUST BE GIVEN SPECIAL 1 0 0 0 1
TRAINING THROUGH EXPERIENCED
TECHNICIAN WORK AND MATERIAL
WE HAVE THINK TO ABOUT LOCAL 2 0 0 0 2
MARKET ONLY YET BY PROPER
INCREASED LEVEL GOOD INSTRUCTOR
TOTAL 32 0 0 43 75

OTHER

ADOPTION OF NEW ADVANCE 0 0 2 0 2

TECHNOLOGY
ANY REPUTED AGENCY SHOULD ENSURE 0 0 0 1 1
THE QUALITY OF RAW MATERIALS
A STABILISED NEW RAW MATERIAL 1 0 0 0 1
MARKET
AVAILABILITY OF ALTERNATE FACILITY 2 0 5 0 7
(LIGHT ,WATER ,TRANSPORT, RAW
MATERIAL AND TECHNOLOGY.
BANK SHOULD GIVE CREDIT CARD TO 2 0 0 0 2
HANDLOOM ENTREPRENEURS.
BY ADOPTION OF NEW & ADVANCED 0 0 6 2 8
TECHNOLOGY .
CLASS STANDARDS TO COMPETE IN THE 2 0 0 0 2
GLOBAL AND REQUIREMENT
CO-OPERATION BETWEEN FOREIGN 1 0 0 0 1
INVESTORS & SSI UNITS.
DESIGN OF FINISHED GOODS SHOULD BE 2 0 0 0 2
UPGRADED
DIVERSIFICATION 4 0 3 0 7

EFFICIENT MANAGEMENT OF RAW 3 0 1 1 5

MATERIALS, FINE MARKET AND LABOURS
GOVERNMENT SHOULD HELP THE 2 0 0 0 2
FINISHED GOODS TO WORLD CLASS
STANDARDS.
IMPROVING QUALITY THROUGH MODERN 0 0 1 0 1
TECHNIQUES

121
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

INCREASING PRODUCTIVITY OF 6 1 1 2 10
WORKERS
KNOWLEDGE OF DEMANDS OF WORLD 0 0 2 0 2
CLASS MARKET AND MODERN
TECHNOLOGY
LABOUR TRAINING 0 0 1 0 1

LESS EXCISE DUTY 0 0 1 0 1

MACHINES SHOULD BE ALSO OF 1 0 0 0 1

MODERN TECHNOLOGY
MANAGEMENT OF RAW MATERIALS 1 0 0 0 1

MANUFACTURE INSTITUTION SHOULD BE 0 0 1 0 1

DEVELOPED
MATERIAL SHOULD BE GOVT. APPROVED 1 0 0 0 1
AT CHEAP RATE
MODERN MACHINERY, TECHNIQUE AND 9 0 4 1 14
MARKETING
NECESSARY GOODS SHOULD BE 0 0 1 0 1
AVAILABLE IN ALL PARTS OF COUNTRY
QUALITY SHOULD BE APPROVED BY 1 0 0 0 1
GOVT.
REDUCTION IN THE COST OF 1 1 1 0 3
PRODUCTION THROUGH EFFICIENT
MANAGEMENTS OF RAW MATERIALS.
SKILLED TECHNICAL WORKERS. 1 1 1 1 4

STANDARD QUALITY OF RAW MATERIAL 3 0 1 0 4

FOR STANDARD FINISHED GOOD.
THROUGH KNOWLEDGE OF STANDARD 0 0 0 1 1
RAW MATERIALS
TO ENSURE THE QUALITY OF RAW 0 0 1 0 1
MATERIALS
THROUGH KNOWLEDGE & STANDARD 3 6 13 23 45
MARKET AND NEW TECHNOLOGIES
THERE ARE NEED TO ATTAIN WORLD 2 0 0 0 2
CLASS STANDARD.
THROUGH AVAILABILITY OF STANDARD 0 1 7 2 10
RAW MATERIALS.
THROUGH AVAILABILITY OF STANDARD 10 0 11 5 26
RAW MATERIALS, SKILLED WORKERS
AND MARKETS
WORKERS MUST BE GIVEN SPECIAL 1 0 0 0 1
TRAINING THROUGH EXPERIENCED
TECHNICIAN WORK AND MATERIAL

122
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

WE HAVE THINK TO ABOUT LOCAL 1 0 0 0 1

MARKET ONLY YET BY PROPER
INCREASED LEVEL GOOD INSTRUCTOR
TOTAL 31 4 26 17 78

ALL CLUSTERS

ADOPTION OF NEW ADVANCED 0 0 2 0 2

TECHNOLOGY
% 0 0 1 0 0

ANY REPUTED AGENCY SHOULD ENSURE 0 0 3 3 6

THE QUALITY OF RAW MATERIALS
% 0 0 2 2 1

AVOID POOR SUPPLY PROPER MARKET 1 0 0 0 1

GUIDANCE
% 1 0 0 0 0

A STABILISED NEW RAW MATERIAL 2 0 0 0 2

MARKET
% 2 0 0 0 0

ATTAIN IN WORLD CLASS STANDARDS TO 4 0 0 0 4

COMPETE IN THE GLOBAL MARKET
% 3 0 0 0 1

AVAILABILITY OF ALTERNATE FACILITY 29 7 27 4 67

(LIGHT ,WATER ,TRANSPORT, RAW
MATERIAL AND TECHNOLOGY.
% 23 6 19 3 13

BANK SHOULD GIVE CREDIT CARD TO 4 0 0 0 4

HANDLOOM ENTREPRENEURS.
% 3 0 0 0 1

BY ADOPTION OF NEW & ADVANCE 0 0 16 9 25

TECHNOLOGY .
% 0 0 11 7 5
CLASS STANDARDS TO COMPETE IN THE 3 0 2 0 5
GLOBAL AND REQUIREMENT
% 2 0 1 0 1

123
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

CO-OPERATION BETWEEN FOREIGN 1 0 5 4 10

INVESTORS & SSI UNITS.
% 1 0 4 3 2

CREATION OF BETTER WORKING 0 0 6 9 15

STANDARDS AND MODERN FACILITIES
% 0 0 4 7 3

DESIGN OF FINISHED GOODS SHOULD BE 4 0 0 0 4

UPGRADED
% 3 0 0 0 1

DEVELOPMENT AND MARKETING 2 0 1 0 3

SHOULD BE IN LOCAL MARKET.
% 2 0 1 0 1

DIVERSIFICATION 20 7 19 26 72

% 16 6 14 19 14

EASY AVAILABILITY OF GOOD RAW 3 0 1 1 5

MATERIAL, MARKET ,FINANCE AND
TRANSPORT FACILITIES.
% 2 0 1 1 1

EFFICIENT MANAGEMENT OF RAW 15 1 18 17 51

MATERIALS, FINE MARKET AND LABOURS
% 12 1 13 13 10

GOVERNMENT SHOULD HELP THE 7 0 6 12 25

FINISHED GOODS TO WORLD CLASS
STANDARDS.
% 6 0 4 9 5
IMPROVING QUALITY THROUGH MODERN 2 0 1 0 3
TECHNIQUES
% 2 0 1 0 1

INCREASING PRODUCTIVITY OF 21 4 8 4 37
WORKERS
% 17 3 6 3 7

KNOWLEDGE OF DEMANDS OF WORLD 1 3 5 0 9

CLASS MARKET AND MODERN
TECHNOLOGY
% 1 2 4 0 2

124
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

LABOUR TRAINING 1 0 1 0 2

% 1 0 1 0 0

LESS EXCISE DUTY 0 0 3 0 3

% 0 0 2 0 1

MACHINES SHOULD BE ALSO OF 3 0 1 0 4

MODERN TECHNOLOGY
% 2 0 1 0 1

MANAGEMENT OF RAW MATERIALS 1 0 3 1 5

% 1 0 2 1 1

MANUFACTURE INSTITUTION SHOULD BE 0 0 1 1 2

DEVELOPED
% 0 0 1 1 0

MARKET REQUIREMENT OF CHANGE 6 0 1 0 7

% 5 0 1 0 1

MATERIAL SHOULD BE GOVT. APPROVED 2 0 0 0 2

AT CHEAP RATE
% 2 0 0 0 0

MODERN MACHINERY, TECHNIQUE AND 34 0 41 30 105

MARKETING
% 27 0 29 22 20

MUTUAL UNDERSTANDING MUST BE 0 0 1 0 1

CREATED BETWEEN SMALL AND BIG
UNITS
% 0 0 1 0 0

PROVIDE WITH BETTER 3 0 7 9 19

INFRASTRUCTURE. ( LIKE ROADS,
ELECTRICITY ETC.)
% 2 0 5 7 4

NECESSARY GOODS SHOULD BE 0 0 1 0 1

AVAILABLE IN ALL PARTS OF COUNTRY
% 0 0 1 0 0

125
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

QUALITY SHOULD BE APPROVED BY 4 0 1 0 5

GOVT.
% 3 0 1 0 1

RAW MATERIAL WHICH WE GET SHOULD 2 0 2 0 4

BE STANDARD QUALITY
% 2 0 1 0 1

REDUCTION IN THE COST OF 11 1 6 2 20

PRODUCTION THROUGH EFFICIENT
MANAGEMENTS OF RAW MATERIALS.
% 9 1 4 1 4

ADOPTION OF NEW ADVANCED 0 0 1 0 1

TECHNOLOGY
% 0 0 1 0 0

SAME QUALITY AS GOODS IN DESIGNING 1 0 1 0 2

COLOURS
% 1 0 1 0 0

SHOULD BE MAINTENANCE THE QUALITY 1 0 0 0 1

OF CLUSTERS BY GOVT.
% 1 0 0 0 0

SKILLED TECHNICAL WORKERS. 8 8 3 8 27

% 6 6 2 6 5

STANDARD QUALITY OF RAW MATERIAL 9 0 1 0 10

FOR STANDARD FINISHED GOOD.
% 7 0 1 0 2

TAX SHOULD BE LOW 1 0 0 0 1

% 1 0 0 0 0

THROUGH KNOWLEDGE OF STANDARD 0 3 2 1 6

RAW MATERIALS
% 0 2 1 1 1

TO ENSURE THE QUALITY OF RAW 3 0 1 0 4

MATERIALS
% 2 0 1 0 1

126
 Table 19. Districtwise distribution of sampled units by type of cluster
and by suggestions for improving quality

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

TECHNOLOGY MUST BE UPGRADED. 2 0 3 2 7

% 2 0 2 1 1

THROUGH KNOWLEDGE & STANDARD 17 45 71 115 248

MARKET AND NEW TECHNOLOGIES
% 14 36 51 86 47

THERE ARE NEED TO ATTAIN WORLD 10 1 1 1 13

CLASS STANDARD.
% 8 1 1 1 2

THROUGH DEMAND OF WORLD CLASS 0 0 1 0 1

MARKET
% 0 0 1 0 0

THROUGH AVAILABILITY OF STANDARD 0 42 26 24 92

RAW MATE RIALS.
% 0 34 19 18 18

THROUGH AVAILABILITY OF STANDARD 30 11 37 38 116

RAW MATERIALS, SKILLED WORKERS
AND MARKETS
% 24 9 26 28 22

WORKERS MUST BE GIVEN SPECIAL 3 1 2 0 6

TRAINING THROUGH EXPERIENCED
TECHNICIAN WORK AND MATERIAL
% 2 1 1 0 1

WE HAVE THINK TO ABOUT LOCAL 9 0 0 0 9

MARKET ONLY YET BY PROPER
INCREASED LEVEL GOOD INSTRUCTOR
% 7 0 0 0 2

GRAND TOTAL 124 125 140 134 523

Note: Only responding units have been analysed

127
 Table 20. Districtwise distribution of sampled units by type of cluster and by
suggestions for reducing cost.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

AVAILABILITIES OF RAW MATERIALS AND 0 0 1 0 1

WORKERS WHICH ARE GOVT. APPROVED

BETTER MANAGEMENT 0 0 2 0 2

CHANGING OF MARKET REQUIREMENT 1 2 3 0 6

DIVERSIFICATION 46 80 49 50 225

EFFICIENT MANAGEMENT OF RAW 11 6 21 19 57

MATERIALS .

INCREASING PRODUCTIVITY OF 35 61 16 24 136

WORKERS.

MARKET REQUIREMENT CHANGE AND 19 66 27 12 124

REDUCE RATES.

REDUCE OVERHEADS AND OTHER 3 0 8 18 29

MEASURES SPECIALLY IN THE CONTEXT
OF BEING A PART OF A CLUSTER

UPGRADATION OF TECHNOLOGIES, 30 16 16 8 70
MARKETS AND PRODUCTS SUIT TO
CHANGING MARKET REQUIREMENTS
WAYS TO INCREASE PRODUCTIVITY 0 0 1 0 1

TOTAL 53 116 66 58 293

HANDLOOM

AVAILABILITIES OF RAW MATERIALS AND 1 0 0 0 1

WORKERS WHICH ARE GOVT. APPROVED

CHANGING OF MARKET REQUIREMENT 2 1 1 0 4

DIVERSIFICATION 11 2 36 14 63

EFFICIENT MANAGEMENT OF RAW 5 0 19 7 31

MATERIALS .

INCREASING PRODUCTIVITY OF 7 3 31 7 48
WORKERS.

128
 Table 20. Districtwise distribution of sampled units by type of cluster and by
suggestions for reducing cost.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

FULLY COMPLETE MATERIALS SHOULD 1 0 0 0 1

SELL IN THE GLOBAL MARKET

MARKET REQUIREMENT CHANGE AND 6 2 7 0 15

REDUCE RATES.

REDUCE OVERHEADS AND OTHER 0 0 8 8 16

MEASURES SPECIALLY IN THE CONTEXT
OF BEING A PART OF A CLUSTER
UPGRADATION OF TECHNOLOGIES, 5 0 26 2 33
MARKETS AND PRODUCTS SUIT TO
CHANGING MARKET REQUIREMENTS
TOTAL 15 4 47 16 82

HANDICRAFT

AVAILABILITIES OF RAW MATERIALS AND 1 0 0 0 1

WORKERS WHICH ARE GOVT. APPROVED

DIVERSIFICATION 25 0 0 26 51

EFFICIENT MANAGEMENT OF RAW 5 0 0 19 24

MATERIALS .

INCREASING PRODUCTIVITY OF 18 0 0 37 55
WORKERS.

FULLY COMPLETE MATERIALS SHOULD 1 0 0 0 1

SELL IN THE GLOBAL MARKET

MARKET REQUIREMENT CHANGE AND 9 0 0 10 19

REDUCE RATES.

REDUCE OVERHEADS AND OTHER 4 0 0 2 6

MEASURES SPECIALLY IN THE CONTEXT
OF BEING A PART OF A CLUSTER
UPGRADATION OF TECHNOLOGIES, 24 0 0 14 38
MARKETS AND PRODUCTS SUIT TO
CHANGING MARKET REQUIREMENTS
TOTAL 32 0 0 43 75

OTHER

BETTER MANAGEMENT 0 0 1 0 1

DIVERSIFICATION 28 3 16 13 60

129
 Table 20. Districtwise distribution of sampled units by type of cluster and by
suggestions for reducing cost.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

EFFICIENT MANAGEMENT OF RAW 10 0 8 2 20

MATERIALS .

INCREASING PRODUCTIVITY OF 21 1 15 10 47
WORKERS.

MARKET REQUIREMENT CHANGE AND 6 4 9 9 28

REDUCE RATES.

REDUCE OVERHEADS AND OTHER 1 0 0 1 2

MEASURES SPECIALLY IN THE CONTEXT
OF BEING A PART OF A CLUSTER
UPGRADATION OF TECHNOLOGIES, 25 2 11 3 41
MARKETS AND PRODUCTS SUIT TO
CHANGING MARKET REQUIREMENTS
TOTAL 37 4 25 17 83

ALL CLUSTERS

AVAILABILITIES OF RAW MATERIALS AND 2 0 1 0 3

WORKERS WHICH ARE GOVT. APPROVED

% 1 0 1 0 1

BETTER MANAGEMENT 0 0 3 0 3

% 0 0 2 0 1

CHANGING OF MARKET REQUIREMENT 3 3 4 0 10

% 2 2 3 0 2

DIVERSIFICATION 110 85 101 103 399

% 80 69 73 77 75

EFFICIENT MANAGEMENT OF RAW 31 6 48 47 132

MATERIALS .

% 23 5 35 35 25

INCREASING PRODUCTIVITY OF 81 65 62 78 286

WORKERS.

% 59 52 45 58 54

130
 Table 20. Districtwise distribution of sampled units by type of cluster and by
suggestions for reducing cost.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

FULLY COMPLETE MATERIALS SHOULD 2 0 0 0 2

SELL IN THE GLOBAL MARKET

% 1 0 0 0 0

MARKET REQUIREMENT CHANGE AND 40 72 43 31 186

REDUCE RATES.

% 29 58 31 23 35

REDUCE OVERHEADS AND OTHER 8 0 16 29 53

MEASURES SPECIALLY IN THE CONTEXT
OF BEING A PART OF A CLUSTER
% 6 0 12 22 10

UPGRADATION OF TECHNOLOGIES, 84 18 53 27 182

MARKETS AND PRODUCTS SUIT TO
CHANGING MARKET REQUIREMENTS
% 61 15 38 20 34

WAYS TO INCREASE PRODUCTIVITY 0 0 1 0 1

% 0 0 1 0 0

GRAND TOTAL 137 124 138 134 533

Note: Only responding units have been analysed

131
 Table 21. Districtwise distribution of sampled units by type of cluster and by
role of Panchayati Raj Institutions for cluster development

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

CAN HELP FOR PROVIDING EASY LOANS 0 0 2 0 2

PANCHAYAT CAN ARRANGE. THE FACILITY OF BETTER 9 40 3 5 57

POWER, MORE WATER AND GOOD ROADS.

PANCHAYAT CAN MAKE WORKSHEDS AND PROVIDE 0 1 6 13 20

FINANCIAL HELP FOR SMALL ENTERPIRSES.

PANCHAYAT CAN PROVIDE FINANCIAL HELP TO 0 0 0 1 1

SMALL ENTERPRISES.

PANCHAYAT SHOULD DEVELOP LOCAL WEEKLY 0 1 2 0 3

MARKET

PANCHAYATI RAJ CAN DO SOMETHING ABOUT 0 14 0 0 14

BETTER EDUCATION IN AREA.

PANCHAYAT CAN HELP TO MAKE A GOOD RELATION 2 0 5 2 9

BETWEEN LABOUR & OWNERS

PANCHAYAT CAN DEVELOP A LOCAL MARKET IN THE 0 0 1 0 1

LOCALITY WHICH WILL HELP IN SALE OF OUR
PRODUCTS.
PANCHAYAT CAN DEVELOP WORK,FINANCIAL HELP 0 4 2 0 6
AND RELATIONSHIP FOR SSI UNIT

PANCHAYAT RAJ CAN ORGANISE HEALTH CAMP FOR 0 4 0 0 4

SSI UNIT

PANCHAYAT CAN HELP TO SOLVE THE PROBLEMS 0 0 4 2 6

FROM GOVT. SIDES LIKE UNREQUIRED INTERRUPTION
OF GOVT. INDUSTRIES
PANCHAYAT CAN LEAVE OCTROI OR REDUCE LOCAL 1 0 0 3 4
TAXES AND LOAN HELP FOR SMALL ENTERPRISES.

PANCHAYAT RAJ CAN DEVELOP SKILL OF WORKERS 0 5 0 0 5

PANCHAYAT RAJ CAN ORGANISE INFORMATION 0 16 0 0 16

ABOUT MARKET IN VILLAGE AREA

PANCHYAT CAN GIVE RAW MATERIAL (TREES FOR 1 0 0 0 1

CULTURE)

PANCHAYATI RAJ INSTITUTIONS CAN HELP THE 0 0 8 5 13

WEAVERS PROVIDING LOAN AND TRAINING FROM
GOVT
PANCHAYAT CAN GIVE PLOT AT CHEAP RATE. 0 0 4 2 6

132
 Table 21. Districtwise distribution of sampled units by type of cluster and by
role of Panchayati Raj Institutions for cluster development

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

PANCHAYAT CAN MAKE WORKSHEDS FOR 1 0 0 1 2

HANDLOOM WORKERS
PANCHAYAT CAN PROVIDE FINANCIAL HELP FOR SSI 0 0 2 3 5
UNITS PANCHAYAT CAN ARRANGE WEEKLY MARKETS
FOR SALE
NO ROLE 34 25 25 21 105

TOTAL 53 118 67 58 296

HANDLOOM

PANCHAYAT CAN ARRANGE. THE FACILITY OF BETTER 1 0 1 3 5

POWER, MORE WATER AND GOOD ROADS.

PANCHAYAT CAN MAKE WORKSHEDS AND PROVIDE 1 0 3 2 6

FINANCIAL HELP FOR SMALL ENTERPRISES.

PANCHAYAT SHOULD DEVELOP LOCAL WEEKLY 0 0 1 0 1

MARKET

PANCHAYATI RAJ CAN DO BETTER THING ABOUT 0 1 0 0 1

EDUCATION IN AREA.

PANCHAYAT CAN HELP TO MAKE A GODOWN FOR 0 0 2 2 4

RAW MATERIALS AND FINISHED GOODS

PANCHAYAT CAN HELP TO MAKE A GOOD RELATION 0 0 2 1 3

BETWEEN LABOUR & OWNERS

PANCHAYAT CAN DEVELOP A LOCAL MARKET IN THE 0 0 1 0 1

LOCALITY WHICH WILL HELP IN SALE OF OUR
PRODUCTS.
PANCHAYAT CAN DEVELOP WORK,FINANCIAL HELP 0 1 0 0 1
AND RELATIONSHIP FOR SSI UNIT

PANCHAYAT CAN HELP TO SOLVE THE PROBLEMS 0 0 3 1 4

FROM GOVT. SIDES LIKE UNREQUIRED INTERRUPTION
OF GOVT. INDU
PANCHAYAT CAN LEAVE OCTROI OR REDUCE LOCAL 1 0 2 0 3
TAXES AND PROVIDE LOAN HELP FOR SMALL
ENTERPRISES
PANCHAYAT RAJ CAN ORGANISE INFORMATION 0 0 1 0 1
ABOUT MARKET IN VILLAGE AREA

PANCHAYATI RAJ INSTITUTIE CAN PROVIDE NEW 0 0 2 0 2

MATERIAL AT CONTROL RATE.

PANCHAYATI RAJ INSTITUTIONS CAN HELP THE 0 0 5 0 5

WEAVERS PROVIDING LOAN AND TRAINING FROM
GOVT

133
 Table 21. Districtwise distribution of sampled units by type of cluster and by
role of Panchayati Raj Institutions for cluster development

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

PANCHAYAT CAN GIVE PLOT AT CHEAP RATE. 0 0 1 0 1

PANCHAYAT CAN REDUCE OCTROI & EXCISE ETC. 0 0 0 1 1

PANCHAYAT CAN MAKE WORKSHEDS FOR 0 0 2 1 3

HANDLOOM WORKERS
PANCHAYAT CAN PROVIDE FINANCIAL HELP FOR SSI 0 0 2 0 2
UNITS PANCHAYAT CAN ARRANGE WEEKLY MARKETS
FOR SALE
NO ROLE 9 2 18 5 34

TOTAL 15 4 47 16 82

HANDICRAFT

PANCHAYAT CAN ARRANGE. THE FACILITY OF BETTER 0 0 0 4 4

POWER, MORE WATER AND GOOD ROADS.

PANCHAYAT CAN MAKE WORKSHEDS AND PROVIDE 2 0 0 3 5

FINANCIAL HELP FOR SMALL ENTERPIRSES.

GIVE THE AREA OF STABILISED INDUSTRIES. 1 0 0 0 1

PANCHAYAT SHOULD DEVELOP LOCAL WEEKLY 0 0 0 2 2

MARKET

PANCHAYAT CAN HELP TO MAKE A GODOWN FOR 0 0 0 3 3

RAW MATERIALS AND FINISHED GOODS

PANCHAYATI RAJ INSTITUTIONS CAN IMPROVE THE 1 0 0 0 1

RURAL CLUSTERS IN RURAL AREA.

PANCHAYAT CAN HELP TO MAKE A GOOD RELATION 0 0 0 5 5

BETWEEN LABOUR & OWNERS

PANCHAYAT CAN DEVELOP WORK,FINANCIAL HELP 0 0 0 2 2

AND RELATIONSHIP FOR SSI UNIT

PANCHAYAT CAN HELP TO SOLVE THE PROBLEMS 0 0 0 1 1

FROM GOVT. SIDES LIKE UNREQUIRED INTERRUPTION
OF GOVT. INDUSTRIES
PANCHAYAT CAN LEAVE OCTROI OR REDUCE LOCAL 1 0 0 1 2
TAXES AND PROVIDE LOAN HELP FOR SMALL
ENTERPRISES.
PANCHAYATI RAJ INSTITUTIONS CAN PROVIDE 1 0 0 0 1
WOODS TRAM FOREST DEPT. IN THEIR BLOCKS

134
 Table 21. Districtwise distribution of sampled units by type of cluster and by
role of Panchayati Raj Institutions for cluster development

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

PANCHAYATI RAJ INSTITUTIONS SHOULD HELP FOR 1 0 0 0 1

IMPROVING SUCH TYPE OF WORK BUT NOT CARE
PANCHAYATI RAJ INSTITUTIONS CAN HELP THE 0 0 0 4 4
WEAVERS PROVIDING LOAN AND TRAINING FROM
GOVT
PANCHAYAT CAN GIVE PLOT AT CHEAP RATE. 0 0 0 2 2

PANCHAYAT CAN MAKE WORKSHEDS FOR 0 0 0 1 1

HANDLOOM WORKERS
PANCHAYAT CAN PROVIDE FINANCIAL HELP FOR SSI 0 0 0 1 1
UNITS PANCHAYAT CAN ARRANGE WEEKLY MARKETS
FOR SALE
NO ROLE 20 0 0 15 35

Total 32 0 0 43 75

OTHER

AS A GOOD BODY PANCHAYAT HAS A ROLE TO PLAY 1 0 0 0 1

IN CLUSTERISATION

PANCHAYAT CAN ARRANGE. THE FACILITY OF BETTER 1 4 2 2 9

POWER, MORE WATER AND GOOD ROADS.

PANCHAYAT CAN MAKE WORKSHEDS AND PROVIDE 2 0 2 0 4

FINANCIAL HELP FOR SMALL ENTERPIRSES.

MEMBER OF PANCHAYAT AT SHOULD ACESS IS 1 0 0 0 1

GETTING PROJECT PROPOSAL PASSED LOAN &
INSTA LLMENT BETTER

PANCHAYAT SHOULD DEVELOP LOCAL WEEKLY 0 0 0 1 1

MARKET

PANCHAYAT CAN HELP TO MAKE A GODOWN FOR 0 0 0 3 3

RAW MATERIALS AND FINISHED GOODS

PANCHAYAT CAN HELP TO MAKE A GOOD RELATION 0 0 3 2 5

BETWEEN LABOUR & OWNERS

PANCHAYAT CAN DEVELOP A LOCAL MARKET IN THIS 1 0 0 0 1

LOCALITY WILL BE HELP OF SALE TO OUR PRODUCTS.

PANCHAYAT CAN DEVELOP WORK,FINANCIAL HELP 0 0 1 0 1

AND RELATIONSHIP FOR SSI UNIT

PANCHAYAT CAN LEAVE OCTROI OR REDUCE LOCAL 0 0 2 0 2

TAXES AND PROVIDE LOAN HELP FOR SMALL
ENTERPRISES.

135
 Table 21. Districtwise distribution of sampled units by type of cluster and by
role of Panchayati Raj Institutions for cluster development

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

PANCHAYAT RAJ CAN ORGANISE INFORMATION 0 0 1 0 1

ABOUT MARKET IN VILLAGE AREA
PANCHAYATI RAJ INSTITUTIE CAN PROVIDE NEW 1 0 1 0 2
MATERIAL AT CONTROL RATE.
PANCHAYATI RAJ SHOULD CHANGE THE 0 0 1 0 1
TECHNOLOGY TIME TO TIME
PANCHAYATI RAJ INSTITUTIONS CAN HELP THE 0 0 0 2 2
WEAVERS PROVIDING LOAN AND TRAINING FROM
GOVT

PANCHAYAT CAN DEVELOP ROAD,WATER TANK FOR 2 0 0 0 2

ENTERPRENURS
PANCHAYAT CAN GIVE PLOT AT CHEAP RATE. 0 0 3 0 3

PANCHAYAT CAN MAKE WORKSHEDS FOR 0 0 1 1 2

HANDLOOM WORKERS
PANCHAYATI RAJ INSTITUTION CAN GIVE PLOT FOR 1 0 0 0 1
STORAGE AT LOW CHARGES.
NO ROLE 24 0 7 5 36

Total 54 28 40 36 158

ALL CLUSTERS

AS A GOOD BODY PANCHAYAT HAS A ROLE TO PLAY 1 0 0 0 1

IN CLUSTERISATION
% 1 0 0 0 0

CAN HELP FOR PROVIDING EASY LOANS 0 0 2 0 2

% 0 0 1 0 0

PANCHAYAT CAN ARRANGE. THE FACILITY OF BETTER 11 44 6 14 75

POWER, MORE WATER AND GOOD ROADS.
% 7 29 4 9 12

PANCHAYAT CAN MAKE WORKSHEDS AND PROVIDE 5 1 11 18 35

FINANCIAL HELP FOR SMALL ENTERPIRSES.

% 3 1 7 12 6

136
 Table 21. Districtwise distribution of sampled units by type of cluster and by
role of Panchayati Raj Institutions for cluster development

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

GIVE THE AREA OF STABILISED INDUSTRIES. 1 0 0 0 1

% 1 0 0 0 0

PACHAYAT CAN PROVIDE FINANCIAL HELP TO SMALL 0 0 0 1 1

ENTERPRISES.

% 0 0 0 1 0

MEMBER OF PANCHAYAT AT SHOULD ACESS IS 1 0 0 0 1

GETTING PROJECT PROPOSAL PASSED LOAN &
INSTALLMENT BETTER
% 1 0 0 0 0

PANCHAYAT SHOULD DEVELOP LOCAL WEEKLY 0 1 3 3 7

MARKET

% 0 1 2 2 1

PANCHAYATI RAJ CAN DO BETTER THING ABOUT 0 15 0 0 15

EDUCATION IN AREA.

% 0 10 0 0 2

PANCHAYAT CAN HELP TO MAKE A GODOWN FOR 0 0 2 8 10

RAW MATERIALS AND FINISHED GOODS

% 0 0 1 5 2

PANCHAYATI RAJ INSTITUTIONS CAN IMPROVE THE 1 0 0 0 1

RURAL CLUSTERS IN RURAL AREA.

% 1 0 0 0 0

PANCHAYAT CAN HELP TO MAKE A GOOD RELATION 2 0 10 10 22

BETWEEN LABOUR & OWNERS

% 1 0 6 7 4

PANCHAYAT CAN DEVELOP A LOCAL MARKET IN THE 1 0 2 0 3

LOCALITY WHICH WILL HELP IN SALE OF OUR
PRODUCTS.
% 1 0 1 0 0

PANCHAYAT CAN DEVELOP WORK,FINANCIAL HELP 0 5 3 2 10

AND RELATIONSHIP FOR SSI UNIT

% 0 3 2 1 2

137
 Table 21. Districtwise distribution of sampled units by type of cluster and by
role of Panchayati Raj Institutions for cluster development

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

PANCHAYAT RAJ CAN ORGANISE HEALTH CAMP FOR 0 4 0 0 4

SSI UNIT
% 0 3 0 0 1

PANCHAYAT CAN HELP TO SOLVE THE PROBLEMS 0 0 7 4 11

FROM GOVT. SIDES LIKE UNREQUIRED INTERRUPTION
OFGOVT. INDU
% 0 0 5 3 2

PANCHAYAT CAN LEAVE OCTROI OR REDUCE LOCAL 3 0 4 4 11

TAXES AND LOAN HELP FOR SMALL ENTERPRISES.

% 2 0 3 3 2

PANCHAYAT RAJ CAN DEVELOP SKILL OF WORKERS 0 5 0 0 5

% 0 3 0 0 1

PANCHAYAT RAJ CAN ORGANISE INFORMATION 0 16 2 0 18

ABOUT MARKET IN VILLAGE AREA
% 0 11 1 0 3

PANCHAYATI RAJ INSTITUTIE CAN PROVIDE NEW 1 0 3 0 4

MATERIAL AT CONTROL RATE.
% 1 0 2 0 1

PANCHYAT CAN GIVE RAW MATERIAL (TREES FOR 1 0 0 0 1

CULTURE)
% 1 0 0 0 0

PANCHAYATI RAJ INSTITUTIONS CAN PROVIDE 1 0 0 0 1

WOODS TRAM FOREST DEPT. IN THEIR BLOCKS
% 1 0 0 0 0

PANCHAYATI RAJ INSTITUTIONS SHOULD HELP FOR 1 0 0 0 1

IMPROVING SUCH TYPE OF WORK BUT NOT CARE
% 1 0 0 0 0
PANCHAYATI RAJ SHOULD CHANGE THE 0 0 1 0 1
TECHNOLOGY TIME TO TIME
% 0 0 1 0 0

138
 Table 21. Districtwise distribution of sampled units by type of cluster and by
role of Panchayati Raj Institutions for cluster development

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

PANCHAYATI RAJ INSTITUTIONS CAN HELP THE 0 0 13 11 24

WEAVERS PROVIDING LOAN AND TRAINING FROM
GOVT
% 0 0 8 7 4

PANCHAYAT CAN DEVELOP ROAD,WATER TANK FOR 2 0 0 0 2

ENTERPRENURS
% 1 0 0 0 0

PANCHAYAT CAN GIVE PLOT AT CHEAP RATE. 0 0 8 4 12

% 0 0 5 3 2

PANCHAYAT CAN REDUCE OCTROI & EXCISE ETC. 0 0 0 1 1

% 0 0 0 1 0

PANCHAYAT CAN MAKE WORKSHEDS FOR 1 0 3 4 8

HANDLOOM WORKERS

% 1 0 2 3 1

PANCHAYATI RAJ INSTITUTION CAN GIVE PLOT FOR 1 0 0 0 1

STORAGE AT LOW CHARGES.

% 1 0 0 0 0

PANCHAYAT CAN PROVIDE FINANCIAL HELP FOR SSI 0 0 4 4 8

UNITS PANCHAYAT CAN ARRANGE WEEKLY MARKETS
FOR SALE
% 0 0 3 3 1

NO ROLE 87 27 50 46 210

% 56 18 32 30 34

GRAND TOTAL 154 150 154 153 611

139
 Table 22. Districtwise distribution of sampled units by type of cluster and by
problems faced being a part of cluster

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
Rivalry and competition from other member of the
cluster
14 40 13 0 67
Poaching of trained workers 3 22 7 0 32
Preferential access to raw materials etc 6 19 8 1 34
Labour problems 7 14 18 1 40
Total 53 118 67 58 296
HANDLOOM
Rivalry and competition from other member of the
cluster 3 1 10 0 14
Poaching of trained workers 0 0 5 0 5
Preferential access to raw materials etc 2 0 7 0 9
Labour problems 0 0 14 0 14
Total 15 4 47 16 82
HANDICRAFT
Rivalry and competition from other member of the
cluster 4 0 0 1 5
Poaching of trained workers 0 0 0 1 1
Preferential access to raw materials etc 4 0 0 0 4
Labour problems 3 0 0 1 4
Total 32 0 0 43 75
OTHER
Rivalry and competition from other member of the
cluster 6 2 6 0 14
Poaching of trained workers 0 1 2 0 3
Preferential access to raw materials etc 5 1 4 2 12
Labour problems 5 2 3 0 10
Total 54 28 40 36 158
ALL CLUSTERS
Rivalry and competition from other member of the
cluster 27 43 29 1 100
% 18 29 19 1 16
Poaching of trained workers 3 23 14 1 41
% 2 15 9 1 7
Preferential access to raw materials etc 17 20 19 3 59
% 11 13 12 2 10
Labour problems 15 16 35 2 68
% 10 11 23 1 11
G.Total 154 150 154 153 611

Note: All units did not respond and some units have indicated more than one problem, therefore total may not tally

140
 Table 23. Districtwise distribution of sampled units by type of cluster and by type of
shortcomings in existing govt. policies
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

CORRUPTION OF GOVT OFFICERS, NO EASY 0 12 11 9 32

PROCEDURES OF GETTING LOAN

NO MORE CREDIT FACILITY AVAILABLE FOR SSI 1 22 0 0 23

NO RELIEF FOR SSI UNITS IN CONTROL, EXCISE 0 0 9 1 10

ETC. CORRUPTION OF GOVT OFFICERS.

NO RELIEF FOR SSI UNITS IN OCTROI, EXCISE 0 0 7 6 13

ETC. NO EASY PROCESS FOR LOAN.

AWARENESS CAMPAIGN SHOULD BE RUN IN 0 0 0 1 1

SSI'S.

LACK OF AWARENESS OF WORKERS & 0 15 1 0 16

ENTREPRENEURS

BANKING POLICIES SHOULD HAVE MORE 0 0 0 1 1

FLEXIBILITY

LACK OF PROPER TRAINING ABOUT MARKET 0 3 0 0 3

NO PROPER TRAINING FACILITY FOR SSI UNITS 0 1 0 0 1

NO MORE INSPECTION FROM GOVT OFFICERS 0 2 0 0 2

GOVT SHOULD GIVE RELAX IN TAXES TO BIG 0 0 0 1 1

UNITS FOR CO-OPERATE TO SSI UNITS.

HIGH TAXES PAY FOR SSI UNIT 0 0 1 0 1

GOVT. SHOULD TAKE FAST ACTION FOR 1 0 0 0 1

DEVELOPMENT

GOVT. SHOULD INTRODUCE EXPORT POLICY 0 0 0 1 1

NO MARKETING FACILITIES IS AVAILABLE GOVT. 0 1 0 0 1

SHOULD PURCHASE THE HANDLOOM PRODUCT
FROM WEAVERS

LACK OF PROPER KNOWLEDGE OF UPGRADING 0 4 0 0 4

TECHNOLOGY

LACK OF POLICY FOR SMALL ENTREPRENEURS. 0 1 0 0 1

NO ANY SPECIFIC POLICY AVAILABLE FOR 1 3 2 1 7

SMALL ENTREPRENEURS

141
 Table 23. Districtwise distribution of sampled units by type of cluster and by type of
shortcomings in existing govt. policies
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

NO EASY PROCESS FOR LOAN NO SEPARATE 0 0 0 1 1

POLICY IS AVAILABLE FOR SSI UNITS

NO ENCOURAGING POLICY IS AVAILABLE FOR 0 0 3 6 9

UNITS FOR ADEQUATE LOAN FACILITIES.

NO SEPARATE POLICY IS AVAILABLE FOR SSI 0 11 3 7 21

UNITS HIGH TAX IN THE CASE OF GETTING
MORE GAINS
NO ENCOURAGEMENT POLICY IS AVAILABLE 0 7 1 0 8
FOR CARPET WEAVERS

NO RELIEF FUND FOR ENTREPRENEURS 0 6 0 0 6

THERE MUST BE CREATION OF MUTUAL 0 0 0 1 1

UNDERSTANDING BETWEEN SMALL AND BIG
UNITS.
THE POLICIES ARE NOT BEING FULFILLED 0 0 1 0 1
ACCORDING TO PRESENT MARKET
CONDITIONS
THERE MUST BE A REVALUATION IN EXPORT 0 0 0 1 1
POLICY

THERE MUST BE CHANGE IN SUBSIDY RATE 0 0 1 0 1

TOTAL 3 88 40 37 168

HANDLOOM

CORRUPTION OF GOVT OFFICERS, NO EASY 1 1 7 3 12

PROCEDURES OF GETTING LOAN

NO MORE CREDIT FACILITY AVAILABLE FOR SSI 0 1 0 0 1

NO RELIEF FOR SSI UNITS IN CONTROL, EXCISE 0 0 4 1 5

ETC. CORRUPTION OF GOVT OFFICERS.

NO RELIEF FOR SSI UNITS IN OCTROI, EXCISE 0 0 2 1 3

ETC. NO EASY PROCESS FOR LOAN.

ENTREPRENEURS OF CLUSTER DON'T WANT TO 0 0 1 0 1

KNOW ABOUT ANY SCHEME OF GOVT.

LACK OF BETTER SUPPLY OF POWER LACK OF 0 0 1 0 1

SEPARATE POLICY FOR SSI UNITS

LACK OF GOOD MKT, ADEQUATE LOAN 0 0 1 0 1

SUPPLY.

SMALL UNITS MUST GET FACILITY OF SELLING 1 0 0 0 1

THEIR GOODS & PROJECT

142
 Table 23. Districtwise distribution of sampled units by type of cluster and by type of
shortcomings in existing govt. policies
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

LACK OF POLICY FOR SMALL ENTREPRENEURS. 1 0 0 0 1

NO EASY PROCESS FOR LOAN NO SEPARATE 0 0 2 0 2

POLICY IS AVAILABLE FOR SSI UNITS

NO ENCOURAGING POLICY IS AVAILABLE FOR 0 0 3 1 4

UNITS FOR ADEQUATE LOAN FACILITIES.

NO SEPARATE POLICY IS AVAILABLE FOR SSI 0 0 4 3 7

UNITS HIGH TAX IN THE CASE OF GETTING
MORE GAINS
POLICY MUST HELP IN PRODUCT 1 0 0 0 1
IMPROVEMENT & MUST INSTIL QUALIFIED
OWNERS TO COMPETE IN SELLING GOODS
INTERNALLY & EXTERNALLY
WRONG MANAGEMENT OF PRODUCT SELLING 0 0 1 0 1
&SUPPLY.

TOTAL 4 2 26 9 41

HANDICRAFT

CORRUPTION OF GOVT OFFICERS, NO EASY 0 0 0 9 9

PROCEDURES OF GETTING LOAN

NO RELIEF FOR SSI UNITS IN CONTROL, EXCISE 0 0 0 3 3

ETC. CORRUPTION OF GOVT OFFICERS.

NO RELIEF FOR SSI UNITS IN OCTROI, EXCISE 0 0 0 5 5

ETC. NO EASY PROCESS FOR LOAN.

GOVT SHOULD GIVE RELAX IN TAXES TO BIG 0 0 0 2 2

UNITS FOR CO-OPERATE TO SSI UNITS.

NO ANY SPECIFIC POLICY AVAILABLE FOR 0 0 0 1 1

SMALL ENTREPRENEURS

NO EASY PROCESS FOR LOAN NO SEPARATE 0 0 0 1 1

POLICY IS AVAILABLE FOR SSI UNITS

NO ENCOURAGING POLICY IS AVAILABLE FOR 0 0 0 6 6

UNITS FOR ADEQUATE LOAN FACILITIES.

NO SEPARATE POLICY IS AVAILABLE FOR SSI 0 0 0 7 7

UNITS HIGH TAX IN THE CASE OF GETTING
MORE GAINS
NO ENCOURAGEMENT POLICY IS AVAILABLE 1 0 0 2 3
FOR CARPET WEAVERS

OFFICIALS NEGLECT SMALL UNITS, LEFT TO 1 0 0 0 1

FEND ON THEIR OWN

TOTAL 2 0 0 36 38

143
 Table 23. Districtwise distribution of sampled units by type of cluster and by type of
shortcomings in existing govt. policies
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

OTHER

CORRUPTION OF GOVT OFFICERS, NO EASY 1 1 5 7 14

PROCEDURES OF GETTING LOAN

THROUGH PROCEDURE OF GETTING LOAN 0 0 1 0 1

INSECURITY OF ENTREPRENEURS

NO RELIEF FOR SSI UNITS IN CONTROL, EXCISE 1 1 2 0 4

ETC. CORRUPTION OF GOVT OFFICERS.

NO RELIEF FOR SSI UNITS IN OCTROI, EXCISE 0 0 0 1 1

ETC. NO EASY PROCESS FOR LOAN.

DIFFERENT GOVT. DEPTT CONCERNED WITH 0 0 0 1 1

SSI DEVELOPMENT.

LACK OF AWARENESS OF WORKERS & 0 1 1 0 2

ENTREPRENEURS

BANKING INFRASTRUCTURE SHOULD BE 0 0 1 0 1

DEVELOPED

GOVT. SHOULD PROVIDE BETTER 0 0 0 1 1

INFRASTRUCTURE TO DEVELOP SSI UNITS

FINANCE TRAINING PROGRAMMES 0 0 1 0 1

FINANCIAL HELP PLANT MACHINE WORKING 0 0 1 0 1

GOVT. INSPECTION RATE IN MINIMIZE FOR SSI 0 2 0 0 2

UNITS

HIGH TAXES PAY FOR SSI UNIT 0 0 1 0 1

GOVT. SHOULD TAKE FAST ACTION FOR 1 0 0 0 1

DEVELOPMENT

GOVT. SHOULD PURCHASE THE LAND 1 0 0 0 1

PRODUCT FROM WEAVERS

GROUP APPROACH GROUP FINANCE SURE 0 0 1 0 1

RECOVERY OF BANK

NO MARKETING FACILITIES IS AVAILABLE GOVT. 5 1 0 2 8

SHOULD PURCHASE THE HANDLOOM PRODUCT
FROM WEAVERS

LACK OF PROPER KNOWLEDGE OF UPGRADING 0 0 1 0 1

TECHNOLOGY

LACK OF RAW MATERIAL LACK OF PROFIT FOR 0 0 1 1 2

PRODUCTION

144
 Table 23. Districtwise distribution of sampled units by type of cluster and by type of
shortcomings in existing govt. policies
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

INTEGRATION OF VARIOUS ACTIVATES AT GIVE 0 0 1 0 1

PLACE /TIME IN THRUST AREA OF
MANUFACTURING MARKETING NEEDS LOCAL
SITUATIONS TRANSPORTATION AND
ACTIVATION OF
NO ANY SPECIFIC POLICY AVAILABLE FOR 3 0 0 0 3
SMALL ENTREPRENEURS

NO EASY PROCESS FOR LOAN NO SEPARATE 0 0 1 0 1

POLICY IS AVAILABLE FOR SSI UNITS

NO ENCOURAGING POLICY IS AVAILABLE FOR 0 0 1 4 5

UNITS FOR ADEQUATE LOAN FACILITIES.

NO SEPARATE POLICY IS AVAILABLE FOR SSI 0 1 5 3 9

UNITS HIGH TAX IN THE CASE OF GETTING
MORE GAINS
NO ENCOURAGEMENT POLICY IS AVAILABLE 1 3 0 0 4
FOR CARPET WEAVERS

NO RELIEF FUND FOR ENTREPRENEURS 0 1 0 0 1

NO PROPER CHANNEL IS AVAILABLE FOR 1 0 0 0 1

COORDINATE BETWEEN UNIT

NO SPECIAL FACILITY FOR WORKERS 0 1 0 0 1

RBI MUST PROVIDE BANKERS WITH EXTRA 0 0 1 0 1

POWER TO CREATE A BETTER
UNDERSTANDING AMONGST SSI
QUALITY CERTITIEATION FACILITY SHOULD BE 0 0 0 1 1
SET UP BY GOVERNMENT

TOUGH LOAN PRODUCT INSPECTOR ROLE IS 1 0 0 0 1

ENOUGH

TOTAL 15 12 25 21 73

ALL CLUSTERS

CORRUPTION OF GOVT OFFICERS, NO EASY 2 14 23 28 67

PROCEDURES OF GETTING LOAN

% 8 14 25 27 21

NO MORE CREDIT FACILITY AVAILABLE FOR SSI 1 23 0 0 24

% 4 23 0 0 8

145
 Table 23. Districtwise distribution of sampled units by type of cluster and by type of
shortcomings in existing govt. policies
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SECURITY DEMAND MAKES LOAN SANCTION BY 0 0 1 0 1

BANKS DIFFICULT

% 0 0 1 0 0

NO RELIEF FOR SSI UNITS IN CONTROL, EXCISE 1 1 15 5 22

ETC. CORRUPTION OF GOVT OFFICERS.

% 4 1 16 5 7

NO RELIEF FOR SSI UNITS IN OCTROI, EXCISE 0 0 9 13 22

ETC. NO EASY PROCESS FOR LOAN.

% 0 0 10 13 7

DIFFERENT GOVT. DEPTT CONCERNED WITH 0 0 0 1 1

SSI DEVELOPMENT.
% 0 0 0 1 0

AWARENESS CAMPAIGN SHOULD BE RUN IN 0 0 0 1 1

SSI'S.

% 0 0 0 1 0

LACK OF AWARENESS OF WORKERS & 0 16 2 0 18

ENTREPRENEURS

% 0 16 2 0 6

BANKING POLICIES SHOULD HAVE MORE 0 0 0 1 1

FLEXIBILITY

% 0 0 0 1 0

BANKING INFRASTRUCTURE SHOULD BE 0 0 1 0 1

DEVELOPED

% 0 0 1 0 0

GOVT. SHOULD PROVIDE BETTER 0 0 0 1 1

INFRASTRUCTURE TO DEVELOP SSI UNITS

% 0 0 0 1 0

FINANCE TRAINING PROGRAMMES 0 0 1 0 1

% 0 0 1 0 0

146
 Table 23. Districtwise distribution of sampled units by type of cluster and by type of
shortcomings in existing govt. policies
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

LACK OF PROPER TRAINING ABOUT MARKET 0 3 0 0 3

% 0 3 0 0 1

NO PROPER TRAINING FACILITY FOR SSI UNITS 0 1 0 0 1

% 0 1 0 0 0

FINANCIAL HELP PLANT MACHINE WORKING 0 0 1 0 1

% 0 0 1 0 0

GOVT. INSPECTION RATE ITO MINIMIZE FOR SSI 0 2 0 0 2

UNITS

% 0 2 0 0 1

NO MORE INSPECTION FROM GOVT OFFICERS 0 2 0 0 2

% 0 2 0 0 1

GOVT SHOULD GIVE RELAX IN TAXES TO BIG 0 0 0 3 3

UNITS FOR CO-OPERATE TO SSI UNITS.

% 0 0 0 3 1

HIGH TAXES PAY FOR SSI UNIT 0 0 2 0 2

% 0 0 2 0 1

GOVT. SHOULD TAKE FAST ACTION FOR 2 0 0 0 2

DEVELOPMENT

% 8 0 0 0 1

GOVT. SHOULD INTRODUCE EXPORT POLICY 0 0 0 1 1

% 0 0 0 1 0

GOVT. SHOULD PURCHASE THE PRODUCT 1 0 0 0 1

FROM WEAVERS

% 4 0 0 0 0

147
 Table 23. Districtwise distribution of sampled units by type of cluster and by type of
shortcomings in existing govt. policies
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

GROUP APPROACH GROUP FINANCE SURE 0 0 1 0 1

RECOVERY OF BANK

% 0 0 1 0 0

ENTREPRENEURS OF CLUSTER DON'T WANT TO 0 0 1 0 1

KNOW ABOUT ANY SCHEME OF GOVT.

% 0 0 1 0 0

LACK OF BETTER SUPPLY OF POWER LACK OF 0 0 1 0 1

SEPARATE POLICY FOR SSI UNITS

% 0 0 1 0 0

LACK OF GOOD MKT, ADEQUATE LOAN 0 0 1 0 1

SUPPLY.

% 0 0 1 0 0

NO MARKETING FACILITIES IS AVAILABLE GOVT. 5 2 0 2 9

SHOULD PURCHASE THE HANDLOOM PRODUCT
FROM WEAVERS

% 21 2 0 2 3

SMALL UNITS MUST GET FACILITY OF SELLING 1 0 0 0 1

THEIR GOODS & PROJECT

% 4 0 0 0 0
LACK OF PROPER KNOWLEDGE OF UPGRADING 0 4 1 0 5
TECHNOLOGY

% 0 4 1 0 2

LACK OF POLICY FOR SMALL ENTREPRENEURS. 1 1 0 0 2

% 4 1 0 0 1

LACK OF RAW MATERIAL LACK OF PROFIT FOR 0 0 1 1 2

PRODUCTION

% 0 0 1 1 1

148
 Table 23. Districtwise distribution of sampled units by type of cluster and by type of
shortcomings in existing govt. policies
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

INTEGRATION OF VARIOUS ACTIVITIES AT 0 0 1 0 1

GIVEN PLACE /TIME IN THRUST AREA OF
MANUFACTURING MARKETING NEEDS LOCAL
SITUATIONS TRANSPORTATION AND
ACTIVATION OF
% 0 0 1 0 0

NO ANY SPECIFIC POLICY AVAILABLE FOR 4 3 2 2 11

SMALL ENTREPRENEURS

% 17 3 2 2 3

NO EASY PROCESS FOR LOAN NO SEPARATE 0 0 3 2 5

POLICY IS AVAILABLE FOR SSI UNITS

% 0 0 3 2 2

NO ENCOURAGING POLICY IS AVAILABLE FOR 0 0 7 17 24

UNITS FOR ADEQUATE LOAN FACILITIES.

% 0 0 8 17 8

NO SEPARATE POLICY IS AVAILABLE FOR SSI 0 12 12 20 44

UNITS HIGH TAX IN THE CASE OF GETTING
MORE GAINS
% 0 12 13 19 14

NO ENCOURAGEMENT POLICY IS AVAILABLE 2 10 1 2 15

FOR CARPET WEAVERS

% 8 10 1 2 5

NO RELIEF FUND FOR ENTREPRENEURS 0 7 0 0 7

% 0 7 0 0 2

NO PROPER CHANNEL IS AVAILABLE FOR 1 0 0 0 1

COORDINATE BETWEEN UNIT

% 4 0 0 0 0

NO SPECIAL FACILITY FOR WORKERS 0 1 0 0 1

% 0 1 0 0 0

149
 Table 23. Districtwise distribution of sampled units by type of cluster and by type of
shortcomings in existing govt. policies
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

OFFICIALS NEGLECT SMALL UNITS, LEFT TO 1 0 0 0 1

FEND ON THEIR OWN
% 4 0 0 0 0

POLICY MUST HELP IN PRODUCT 1 0 0 0 1

IMPROVEMENT & MUST INSTIL QUALIFIED
OWNERS TO COMPETE IN SELLING GOODS
INTERNALLY & EXTERNALLY
% 4 0 0 0 0

RBI MUST PROVIDE BANKERS WITH EXTRA 0 0 1 0 1

POWER TO CREATE A BETTER
UNDERSTANDING AMONGST SSI
% 0 0 1 0 0

THERE MUST BE CREATION OF MUTUAL 0 0 0 1 1

UNDERSTANDING BETWEEN SMALL AND BIG
UNITS.
% 0 0 0 1 0

QUALITY CERTITIEATION FACILITY SHOULD BE 0 0 0 1 1

SET UP BY GOVERNMENT

% 0 0 0 1 0

THE POLICIES ARE NOT BEING FULFILLED 0 0 1 0 1

ACCORDING TO PRESENT MARKET
CONDITIONS
% 0 0 1 0 0

THERE MUST BE A REVALUATION IN EXPORT 0 0 0 1 1

POLICY

% 0 0 0 1 0

THERE MUST BE CHANGE IN SUBSIDY RATE 0 0 1 0 1

% 0 0 1 0 0

TOUGH LOAN PROCEDURE, INSPECTOR ROLE 1 0 0 0 1

IS EXCESSIVE

% 4 0 0 0 0

WRONG MANAGEMENT OF PRODUCT SELLING 0 0 1 0 1

&SUPPLY.

% 0 0 1 0 0

GRAND TOTAL 24 102 91 103 320

Note: only responding units have been analysed

150
 Table 24. Districtwise distribution of sampled units by type of cluster and by
constraints in cluster development.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

RAW MATERIALS ARE NOT AVAILABLE 1 0 0 0 1

EASILY THERE IS NO PROPER CO-
ORDINATION BETWEEN
ENTREPRENEURS AND GOVT..
LACK OF AWARENESS BETWEEN 0 0 3 3 6
OWNERS OF SSI UNITS UNHELPFUL
GOVT POLICY
PEOPLE ARE NOT MUCH AWARE OF 0 0 1 0 1
CLUSTERS.

BAD POWER SUPPLY, NO ROADS, 0 0 1 1 2

LACK OF MARKET FACILITIES

LACK OF REGULAR POWER SUPPLY 0 75 11 22 108

& LACK OF FINANCIAL HELP FROM
GOVT. TO ENTREPRENEURS
LACK OF MARKETING PLACE FOR 0 31 10 4 45
PRODUCT LACK OF ROAD POWER
WATER ETC
THERE ARE LACK OF FACILITIES FOR 0 0 1 0 1
THE STORAGE OF FINISHED GOODS
NO REGULAR SUPPLY OF ELECT.. NO
MARKET FACILITY AVAILABLE
LACK OF INFRASTRUCTURAL 2 0 1 0 3
FACILITY (LIKE ROAD, TRANSPORT,
WATER)
ROAD, POWER SUPPLY, LACK OF 0 1 2 0 3
AWARENESS BETWEEN
ENTREPRENEURS.
LACK OF EDUCATION IN THE AREA 0 0 1 0 1
LACK OF STANDARD RAW MATERIALS

CORRUPTION IN THE SOCIETY NO 0 0 1 0 1

PROPER TRANSPORTATION

LACK OF POWER BAD ROAD, LACK OF 0 0 2 4 6

HEALTH EDUCATION RELATED
SERVICES
LACK OF PROPER GUIDANCE . LACK 0 0 3 6 9
OF AWARENESS BETWEEN OWNERS
OF SSI UNITS.
LACK OF PROPER TECHNOLOGY, 0 0 1 0 1
INTERRUPTIONS IN POWER SUPPLY

UN DEVELOPED GOVT. POLICIES 0 0 6 0 6

UNHELPFUL GOVT POLICIES LACK OF 0 0 4 5 9

PROPER GUIDANCE

151
 Table 24. Districtwise distribution of sampled units by type of cluster and by
constraints in cluster development.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

+SOCIO-POLITICAL PROBLEMS LACK 0 0 1 0 1

OF ECONOMICAL FACILITIES

THROUGH PROCEDURE OF LOAN 0 0 6 7 13

LACK OF MARKETING PLACE OF
PRODUCT
INSECURITY OF ENTREPRENEURS 0 0 2 2 4
LACK OF MARKETING PLACE OF
PRODUCTS.
TOTAL 3 107 57 54 221

HANDLOOM

LACK OF AWARENESS BETWEEN 0 0 3 0 3

OWNERS OF SSI UNITS UNHELPFUL
GOVT POLICY
LACK OF REGULAR POWER SUPPLY 0 3 6 6 15
& LACK OF FINANCIAL HELP FROM
GOVT. TO ENTREPRENEURS
LACK OF MARKETING PLACE FOR 0 0 7 3 10
PRODUCT LACK OF ROAD POWER
WATER ETC
ROAD, POWER SUPPLY, LACK OF 0 0 1 0 1
AWARENESS BETWEEN
ENTREPRENEURS.
BEING RURAL AREA ILLITERACY OF 0 0 1 0 1
ENTREPRENEURS

GROWTH OF POPULATION POVERTY 0 0 1 0 1

LACK OF EDUCATION ARE SHORT
COMING
LACK OF EDUCATION IN THE AREA 0 0 2 0 2
LACK OF STANDARD RAW MATERIALS

LACK OF POWER BAD ROAD, LACK OF 0 0 2 0 2

HEALTH EDUCATION RELATED
SERVICES
UNITY OF ENTREPRENEURS OF SSI 0 0 1 0 1
LACK OF TRANSPORTATION

LACK OF PROPER AND ADVANTAGE 2 0 0 0 2

PROJECT

NO FINANCE IS GIVE TO SMALL UNITS 1 0 0 0 1

LACK OF PROPER GUIDANCE . LACK 0 0 2 1 3
OF AWARENESS BETWEEN OWNERS
OF SSI UNITS.
UNHELPFUL GOVT POLICIES LACK OF 0 0 4 4 8
PROPER GUIDANCE

LIMITATION OF RESOURCES 0 0 1 0 1
POPULATION

152
 Table 24. Districtwise distribution of sampled units by type of cluster and by
constraints in cluster development.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

HIGH INTEREST INCREASE IN EXCISE 0 0 1 0 1

DUTY

NO MUTUAL TRUST & FACILITIES OF 1 0 0 0 1

COOPERATION BETWEEN UNITS.

NOT GETTING THE GOVT. SUBSIDIES 0 0 1 0 1

TO ENTREPRENEURS INCORRECT
INFORMATION ARE THE MAJOR
CONSTRAINTS IN THE DEVELOPMENT
THROUGH PROCEDURE OF LOAN 0 0 3 0 3
LACK OF MARKETING PLACE OF
PRODUCT
INSECURITY OF ENTREPRENEURS 0 0 2 1 3
LACK OF MARKETING PLACE OF
PRODUCTS.
LACK OF PROPER GUIDANCE 0 0 0 1 1

TOTAL 4 3 38 16 61

HANDICRAFT

RAW MATERIALS ARE NOT AVAILABLE 1 0 0 0 1

EASILY THERE IS NO PROPER CO-
ORDINATION BETWEEN
ENTREPRENEURS AND GOVT..
LACK OF AWARENESS BETWEEN 0 0 0 3 3
OWNERS OF SSI UNITS UNHELPFUL
GOVT POLICY
LACK OF REGULAR POWER SUPPLY 0 0 0 13 13
& LACK OF FINANCIAL HELP FROM
GOVT. TO ENTREPRENEURS
LACK OF MARKETING PLACE FOR 0 0 0 3 3
PRODUCT LACK OF ROAD POWER
WATER ETC
ROAD, POWER SUPPLY, LACK OF 1 0 0 1 2
AWARENESS BETWEEN
ENTREPRENEURS.
LACK OF EDUCATION IN THE AREA 0 0 0 1 1
LACK OF STANDARD RAW MATERIALS

LACK OF PROPER GUIDANCE . LACK 0 0 0 2 2

OF AWARENESS BETWEEN OWNERS
OF SSI UNITS.
UNHELPFUL GOVT POLICIES LACK OF 0 0 0 4 4
PROPER GUIDANCE

THROUGH PROCEDURE OF LOAN 0 0 0 9 9

LACK OF MARKETING PLACE OF
PRODUCT

153
 Table 24. Districtwise distribution of sampled units by type of cluster and by
constraints in cluster development.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

INSECURITY OF ENTREPRENEURS 0 0 0 1 1
LACK OF MARKETING PLACE OF
PRODUCTS.
TOTAL 2 0 0 37 39

OTHER

NO ASSISTANCE FROM GOVT. 1 0 0 0 1

SECTOR

SOME GOVT OFFICERS DO NOT TAKE 1 0 0 0 1

INTEREST VILLAGE LEVEL WORKERS
DO NOT WORK
RAW MATERIALS ARE NOT AVAILABLE 0 0 0 1 1
EASILY THERE IS NO PROPER CO-
ORDINATION BETWEEN
ENTREPRENEURS AND GOVT..
LACK OF AWARENESS BETWEEN 1 0 3 3 7
OWNERS OF SSI UNITS UNHELPFUL
GOVT POLICY
LACK OF REGULAR POWER SUPPLY 1 16 12 19 48
& LACK OF FINANCIAL HELP FROM
GOVT. TO ENTREPRENEURS
LACK OF MARKETING PLACE FOR 1 9 2 5 17
PRODUCT LACK OF ROAD POWER
WATER ETC
UNAVAILABILITY OF MARKET FOR 2 0 0 0 2
HANDLOOM PRODUCTS

LACK OF INFRASTRUCTURAL 3 0 1 0 4
FACILITY (LIKE ROAD, TRANSPORT,
WATER)
ROAD, POWER SUPPLY, LACK OF 1 0 1 0 2
AWARENESS BETWEEN
ENTREPRENEURS.
LACK OF EDUCATION IN THE AREA 0 0 4 0 4
LACK OF STANDARD RAW MATERIALS

LACK OF POWER BAD ROAD, LACK OF 0 1 2 1 4

HEALTH EDUCATION RELATED
SERVICES
SPACE PROBLEM LIGHT. ROAD 3 0 0 0 3
PROBLEM

UNITY OF ENTREPRENEURS OF SSI 0 0 1 0 1

LACK OF TRANSPORTATION

ENTREPRENEURS DON'T WANT TO 0 0 0 1 1

DO THE WORK THEY HAVE INTEREST
ONLY IN GOVT.

154
 Table 24. Districtwise distribution of sampled units by type of cluster and by
constraints in cluster development.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

IRON COORDINATION APPROACH BY 0 0 1 0 1

THE ORGANISATION & THE MISINGS
ON THE PART OF UNITS
LACK OF PROPER AND ADVANTAGE 1 0 0 0 1
PROJECT

LACK OF SOLVING ECONOMIC 0 1 0 0 1

PROBLEM

LOCATION OF UNITS LACK OF FUND 0 0 0 1 1

LACK OF MARKET

LACK OF PROPER GUIDANCE . LACK 0 0 4 1 5

OF AWARENESS BETWEEN OWNERS
OF SSI UNITS.
LACK OF TECHNICAL KNOWLEDGE 0 1 0 0 1

UNHELPFUL GOVT POLICIES LACK OF 0 0 2 1 3

PROPER GUIDANCE

SOCIO-POLITICAL PROBLEMS LACK 0 0 1 0 1

OF ECONOMICAL FACILITIES

SSI SHOULD BE ORGANISED THEN 1 0 0 0 1

DEVELOP IT

THROUGH PROCEDURE OF LOAN 0 0 0 1 1

LACK OF MARKETING PLACE OF
PRODUCT
INSECURITY OF ENTREPRENEURS 0 0 2 0 2
LACK OF MARKETING PLACE OF
PRODUCTS.
TOTAL 16 28 36 34 114

ALL CLUSTERS

NO ASSISTANCE FROM GOVT. 1 0 0 0 1

SECTOR

% 4 0 0 0 0

SOME GOVT OFFICERS DO NOT TAKE 1 0 0 0 1

INTEREST VILLAGE LEVEL WORKERS
DO NOT WORK
% 4 0 0 0 0

155
 Table 24. Districtwise distribution of sampled units by type of cluster and by
constraints in cluster development.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

RAW MATERIALS ARE NOT AVAILABLE 2 0 0 1 3

EASILY THERE IS NO PROPER CO-
ORDINATION BETWEEN
ENTREPRENEURS AND GOVT..
% 8 0 0 1 1

LACK OF AWARENESS BETWEEN 1 0 9 9 19

OWNERS OF SSI UNITS UNHELPFUL
GOVT POLICY
% 4 0 7 6 4

PEOPLE ARE NOT MUCH AWARE OF 0 0 1 0 1

CLUSTERS.

% 0 0 1 0 0

BAD POWER SUPPLY, NO ROADS, 0 0 1 1 2

LACK OF MARKET FACILITIES

% 0 0 1 1 0

LACK OF REGULAR POWER SUPPLY 1 94 29 60 184

& LACK OF FINANCIAL HELP FROM
GOVT. TO ENTREPRENEURS
% 4 68 22 43 42

LACK OF MARKETING PLACE FOR 1 40 19 15 75

PRODUCT LACK OF ROAD POWER
WATER ETC
% 4 29 15 11 17

THERE ARE LACK OF FACILITIES FOR 0 0 1 0 1

THE STORAGE OF FINISHED GOODS
NO REGULAR SUPPLY OF ELECT.. NO
MARKET FACILITY AVAILABLE
% 0 0 1 0 0

UNAVAILABILITY OF MARKET FOR 2 0 0 0 2

HANDLOOM PRODUCTS

% 8 0 0 0 0

LACK OF INFRASTRUCTURAL 5 0 2 0 7
FACILITY (LIKE ROAD, TRANSPORT,
WATER)
% 20 0 2 0 2

156
 Table 24. Districtwise distribution of sampled units by type of cluster and by
constraints in cluster development.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

ROAD, POWER SUPPLY, LACK OF 2 1 4 1 8

AWARENESS BETWEEN
ENTREPRENEURS.
% 8 1 3 1 2

BEING RURAL AREA ILLITERACY OF 0 0 1 0 1

ENTREPRENEURS

% 0 0 1 0 0

GROWTH OF POPULATION POVERTY 0 0 1 0 1

LACK OF EDUCATION ARE SHORT
COMING
% 0 0 1 0 0

LACK OF EDUCATION IN THE AREA 0 0 7 1 8

LACK OF STANDARD RAW MATERIALS

% 0 0 5 1 2

CORRUPTION IN THE SOCIETY NO 0 0 1 0 1

PROPER TRANSPORTATION

% 0 0 1 0 0

LACK OF POWER BAD ROAD, LACK OF 0 1 6 5 12

HEALTH EDUCATION RELATED
SERVICES
% 0 1 5 4 3

SPACE PROBLEM LIGHT. ROAD 3 0 0 0 3

PROBLEM

% 12 0 0 0 1

UNITY OF ENTREPRENEURS OF SSI 0 0 2 0 2

LACK OF TRANSPORTATION

% 0 0 2 0 0

ENTREPRENEURS DON'T WANT TO 0 0 0 1 1

DO THE WORK THEY HAVE INTEREST
ONLY IN GOVT.
% 0 0 0 1 0

157
 Table 24. Districtwise distribution of sampled units by type of cluster and by
constraints in cluster development.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

IRON COORDINATION APPROACH BY 0 0 1 0 1

THE ORGANISATION & THE MISINGS
ON THE PART OF UNITS
% 0 0 1 0 0

LACK OF PROPER AND ADVANTAGE 3 0 0 0 3

PROJECT

% 12 0 0 0 1

LACK OF SOLVING ECONOMIC 0 1 0 0 1

PROBLEM

% 0 1 0 0 0

LOCATION OF UNITS LACK OF FUND 0 0 0 1 1

LACK OF MARKET

% 0 0 0 1 0

NO FINANCE IS GIVE TO SMALL UNITS 1 0 0 0 1

% 4 0 0 0 0

LACK OF PROPER GUIDANCE . LACK 0 0 9 10 19

OF AWARENESS BETWEEN OWNERS
OF SSI UNITS.
% 0 0 7 7 4

LACK OF PROPER TECHNOLOGY, 0 0 1 0 1

INTERRUPTIONS IN POWER SUPPLY

% 0 0 1 0 0

LACK OF TECHNICAL KNOWLEDGE 0 1 0 0 1

% 0 1 0 0 0

UN DEVELOPED GOVT. POLICIES 0 0 6 0 6

% 0 0 5 0 1
UNHELPFUL GOVT POLICIES LACK OF 0 0 10 14 24
PROPER GUIDANCE

% 0 0 8 10 6

158
 Table 24. Districtwise distribution of sampled units by type of cluster and by
constraints in cluster development.
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

LIMITATION OF RESOURCES 0 0 1 0 1
POPULATION

% 0 0 1 0 0

HIGH INTEREST INCREASE IN EXCISE 0 0 1 0 1

DUTY

% 0 0 1 0 0

NO MUTUAL TRUST & FACILITIES OF 1 0 0 0 1

COOPERATION BETWEEN UNITS.

% 4 0 0 0 0

NOT GETTING THE GOVT. SUBSIDIES 0 0 1 0 1

TO ENTREPRENEURS INCORRECT
INFORMATION ARE THE MAJOR
CONSTRAINTS IN THE DEVELOPMENT
% 0 0 1 0 0

SOCIO-POLITICAL PROBLEMS LACK 0 0 2 0 2

OF ECONOMICAL FACILITIES

% 0 0 2 0 0

SSI SHOULD BE ORGANISED THEN 1 0 0 0 1

DEVELOP IT

% 4 0 0 0 0

THROUGH PROCEDURE OF LOAN 0 0 9 17 26

LACK OF MARKETING PLACE OF
PRODUCT
% 0 0 7 12 6

INSECURITY OF ENTREPRENEURS 0 0 6 4 10
LACK OF MARKETING PLACE OF
PRODUCTS.
% 0 0 5 3 2

LACK OF PROPER GUIDANCE 0 0 0 1 1

% 0 0 0 1 0

GRAND TOTAL 25 138 131 141 435

Note: All units did not respond and some have identified more than one constraint, therefore
total may not tally

159
 Table 25. Districtwise classification of sampled units by type of cluster and by
advantage of cluster to owner/entrepreneur

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
Assist in formulation of financially viable project 0 2 0 0 2
Assist in availability of finance for setting up project 3 65 48 38 154
Assist in obtaining government subsidy 3 70 51 43 167
Create awareness of risks and ways to get over them 3 73 57 49 182
Assist in obtaining raw materials 4 85 54 55 198
Assist in obtaining better/more economical transport 3 97 54 51 205
Assist in technology upgradation 3 57 50 51 161
Improve marketing facilities 0 6 3 2 11
Increase profits 2 46 18 40 106
Other 2 53 36 12 103
Total 53 118 67 58 296
HANDLOOM
Assist in formulation of financially viable project 1 0 0 0 1
Assist in availability of finance for setting up project 3 1 29 16 49
Assist in obtaining government subsidy 3 3 34 14 54
Create awareness of risks and ways to get over them 3 3 32 13 51
Assist in obtaining raw materials 3 3 36 15 57
Assist in obtaining better/more economical transport 3 3 35 15 56
Assist in technology upgradation 3 2 37 16 58
Improve marketing facilities 0 0 0 4 4
Increase profits 2 1 29 11 43
Other 1 2 9 1 13
Total 15 4 47 16 82
HANDICRAFT
Assist in availability of finance for setting up project 3 0 0 23 26
Assist in obtaining government subsidy 2 0 0 31 33
Create awareness of risks and ways to get over them 1 0 0 31 32
Assist in obtaining raw materials 3 0 0 35 38
Assist in obtaining better/more economical transport 3 0 0 31 34
Assist in technology upgradation 2 0 0 26 28
Improve marketing facilities 0 0 0 2 2
Increase profits 3 0 0 31 34
Other 0 0 0 6 6
Total 32 0 0 43 75
OTHER
Assist in formulation of financially viable project 2 1 0 0 3
Assist in availability of finance for setting up project 19 17 29 26 91
Assist in obtaining government subsidy 18 22 32 30 102
Create awareness of risks and ways to get over them 18 18 33 31 100
Assist in obtaining raw materials 18 22 35 35 110
Assist in obtaining better/more economical transport 17 24 31 33 105
Assist in technology upgradation 18 17 36 28 99
Improve marketing facilities 0 4 1 6 11
Increase profits 9 6 15 19 49

160
 Table 25. Districtwise classification of sampled units by type of cluster and by
advantage of cluster to owner/entrepreneur
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
Other 8 15 22 9 54
Total 54 28 40 36 158

ALL CLUSTERS
Assist in formulation of financially viable project 3 3 0 0 6
% 2 2 0 0 1
Assist in availability of finance for setting up project 28 83 106 103 320
% 18 55 69 67 52
Assist in obtaining government subsidy 26 95 117 118 356
% 17 63 76 77 58
Create awareness of risks and ways to get over them 25 94 122 124 365
% 16 63 79 81 60
Assist in obtaining raw materials 28 110 125 140 403
% 18 73 81 92 66
Assist in obtaining better/more economical transport 26 124 120 130 400
% 17 83 78 85 65
Assist in technology upgradation 26 76 123 121 346
% 17 51 80 79 57
Improve marketing facilities 0 10 4 14 28
% 0 7 3 9 5
Increase profits 16 53 62 101 232
% 10 35 40 66 38
Other 11 70 67 28 176
% 7 47 44 18 29
G.Total 154 150 154 153 611

Note: Cluster units have indicated more than one advantage, therefore total may not tally

161
 Table 26A. Districtwise classification of sampled units by type of cluster and by
advantage of cluster to society/national economy to a large extent

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
Efficient use of raw material 0 17 11 12 40
Efficient use of and economy in use
of power 1 71 44 19 135
Increase in worker productivity 1 32 28 32 93
Increase in worker income 1 33 29 31 94
Harmonious labour-owner relations 1 48 37 31 117
Benefit to local economy 3 50 37 28 118
Strengthen rural infrastructure 3 52 38 35 128
Develop local initiative and
leadership 2 30 3 5 40
Promote innovations and creativity 0 42 36 33 111
Other 0 1 5 0 6
Total 53 118 67 58 296
HANDLOOM
Efficient use of raw material 2 2 9 1 14
Efficient use of and economy in use
of power 0 2 29 4 35
Increase in worker productivity 1 1 19 12 33
Increase in worker income 1 1 23 8 33
Harmonious labour-owner relations 1 1 25 11 38
Benefit to local economy 2 3 25 7 37
Strengthen rural infrastructure 0 1 28 9 38
Develop local initiative and
leadership 0 0 5 2 7
Promote innovations and creativity 0 1 17 11 29
Other 0 0 6 0 6
Total 15 4 47 16 82
HANDICRAFT
Efficient use of raw material 0 0 0 9 9
Efficient use of and economy in use
of power 1 0 0 22 23
Increase in worker productivity 1 0 0 20 21
Increase in worker income 1 0 0 22 23
Harmonious labour-owner relations 1 0 0 21 22
Benefit to local economy 0 0 0 23 23
Strengthen rural infrastructure 1 0 0 17 18
Develop local initiative and
leadership 1 0 0 3 4
Promote innovations and creativity 1 0 0 18 19
Other 0 0 0 1 1
Total 32 0 0 43 75
OTHER
Efficient use of raw material 3 3 4 1 11
Efficient use of and economy in use
of power 10 13 28 21 72
Increase in worker productivity 9 8 21 18 56

162
 Table 26A. Districtwise classification of sampled units by type of cluster and by
advantage of cluster to society/national economy to a large extent
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
Increase in worker income 8 2 18 24 52
Harmonious labour-owner relations 6 10 27 20 63
Benefit to local economy 9 17 26 18 70
Strengthen rural infrastructure 10 10 22 18 60
Develop local initiative and
leadership 1 2 1 3 7
Promote innovations and creativity 7 20 26 25 78
Other 0 1 7 0 8
Total 54 28 40 36 158
ALL CLUSTERS
Efficient use of raw material 5 22 24 23 74
% 3 15 16 15 12
Efficient use of and economy in use
of power 12 86 101 66 265
% 8 57 66 43 43
Increase in worker productivity 12 41 68 82 203
% 8 27 44 54 33
Increase in worker income 11 36 70 85 202
% 7 24 45 56 33
Harmonious labour-owner relations 9 59 89 83 240
% 6 39 58 54 39
Benefit to local economy 14 70 88 76 248
% 9 47 57 50 41
Strengthen rural infrastructure 14 63 88 79 244
% 9 42 57 52 40
Develop local initiative and
leadership 4 32 9 13 58
% 3 21 6 8 9
Promote innovations and creativity 8 63 79 87 237
% 5 42 51 57 39
Other 0 2 18 1 21
% 0 1 12 1 3
G.Total 154 150 154 153 611

Note: Cluster units have indicated more than one advantage; therefore total may not
tally

163
 Table 26B. Districtwise classification of sampled units by type of cluster and by
advantage of cluster to society/national economy to some extent

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
Efficient use of raw material 1 1 1 17 20
Efficient use of and economy in use of
power 3 30 12 36 81
Increase in worker productivity 2 69 26 19 116
Increase in worker income 2 62 25 16 105
Harmonious labour-owner relations 2 49 18 18 87
Benefit to local economy 1 48 16 23 88
Strengthen rural infrastructure 1 49 17 17 84
Develop local initiative and leadership 0 26 7 2 35
Promote innovations and creativity 3 55 14 20 92
Other 0 0 2 1 3
Total 53 118 67 58 296
HANDLOOM
Efficient use of raw material 1 0 2 4 7
Efficient use of and economy in use of
power 3 1 5 12 21
Increase in worker productivity 1 1 16 2 20
Increase in worker income 1 1 10 5 17
Harmonious labour-owner relations 1 2 11 5 19
Benefit to local economy 1 0 10 8 19
Strengthen rural infrastructure 3 1 7 5 16
Develop local initiative and leadership 0 1 8 4 13
Promote innovations and creativity 2 1 7 5 15
Other 0 1 0 0 1
Total 15 4 47 16 82
HANDICRAFT
Efficient use of raw material 1 0 0 1 2
Efficient use of and economy in use of
power 2 0 0 15 17
Increase in worker productivity 2 0 0 16 18
Increase in worker income 0 0 0 8 8
Harmonious labour-owner relations 1 0 0 13 14
Benefit to local economy 2 0 0 11 13
Strengthen rural infrastructure 2 0 0 17 19
Develop local initiative and leadership 1 0 0 6 7
Promote innovations and creativity 0 0 0 15 15
Total 32 0 0 43 75
OTHER
Efficient use of raw material 1 3 4 3 11
Efficient use of and economy in use of
power 8 9 6 12 35
Increase in worker productivity 8 11 12 8 39
Increase in worker income 10 16 14 9 49
Harmonious labour-owner relations 8 13 9 11 41
Benefit to local economy 9 6 11 13 39

164
 Table 26B. Districtwise classification of sampled units by type of cluster and by
advantage of cluster to society/national economy to some extent
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
Strengthen rural infrastructure 8 13 14 14 49
Develop local initiative and leadership 4 9 0 5 18
Promote innovations and creativity 9 3 5 8 25
Other 1 0 1 1 3
ALL CLUSTERS
Efficient use of raw material 4 4 7 25 40
% 3 3 5 16 7
Efficient use of and economy in use of
power 16 40 23 75 154
% 10 27 15 49 25
Increase in worker productivity 13 81 54 45 193
% 8 54 35 29 32
Increase in worker income 13 79 49 38 179
% 8 53 32 25 29
Harmonious labour-owner relations 12 64 38 47 161
% 8 43 25 31 26
Benefit to local economy 13 54 37 55 159
% 8 36 24 36 26
Strengthen rural infrastructure 14 63 38 53 168
% 9 42 25 35 27
Develop local initiative and leadership 5 36 15 17 73
% 3 24 10 11 12
Promote innovations and creativity 14 59 26 48 147
% 9 39 17 31 24
Other 1 1 3 2 7
% 1 1 2 1 1
G.Total 154 150 154 153 611

Note: Cluster units have indicated more than one advantage,therefore total may not tally

165
 Table 27A. Districtwise classification of suggestions received for better potential
industries by types of cluster and characteristic available in the region for SSI
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

SOUP INDUSTRIES BECAUSE THIS IS 0 1 0 0 1

AGRO BASED AREA LOCATION-
GORKHPUR WITH BETTER POWER
SUPPLY AND TRANSPORTING FACILITY
AGRO BASED INDUSTRIES BECAUSE 0 49 2 5 56
AVAILABILITY OF RAW MATERIAL IN ALL
RURAL AREA.
CHIPS INDUSTRIES, MANGO PICKLE 0 7 7 23 37
DUE TO AVAILABILITY OF POTATO &
MANGO
MANY INDUSTRIES BECAUSE 0 1 0 0 1
AVAILABILITY OF MARKET IN ALL OF
STATE
JUICE PROCESSING THERE IS LARGE 0 0 0 4 4
PRODUCTION OF MANGOES AT NEAR
BY AREAS
MENTHOL INDUSTRIES RICE MILL, 0 0 5 0 5
BECAUSE MENTHOL RICE ARE
GROWING IN THIS AREA
OIL MILL, RICE MILL, BAKERY HOUSE, 0 0 1 0 1
MENTHOL. DUE TO EFFICIENCY
AVAILABILITY OF MUSTARD, RICE,
MENTHOL, WHEAT, ETC.
PAPAD UDYOG LARGE SCALE OF DAL 0 0 4 0 4
MENTHOL FACTORY FARM OF
MENTHOL
PEPPERMINT-LARGE SCALE 0 0 1 0 1
CULTIVATION OF MENTHOL,

POPCORN -LARGE SCALE CULTIVATION 0 0 1 0 1

OF CORN'S

SMALL RICE MILL WOOD CARVING 0 18 11 7 36

OPPORTUNITY GROWTH DUE TO
AVAILABILITY OF RAW MATERIALS &
MAN POWER
SUGAR INDUSTRY BECAUSE 0 6 0 0 6
AVAILABILITY OF REGULAR RAW
MATERIALS LOCATION ALL RURAL
AREA
NON FARM ACTIVITIES LIKE 0 0 1 0 1
MANUFACTURING OF AGRICULTURE
IMPLEMENTS BY LOCAL RESOURCES &
FINANCE.
DAIRY PRODUCTION- PEOPLE ARE 0 0 1 11 12
MAINLY DEPENDED ON CATTLE COW,
BUFFALO ETC. AND PLOTS AVAILABLE
AT CHEAP RATES.

166
 Table 27A. Districtwise classification of suggestions received for better potential
industries by types of cluster and characteristic available in the region for SSI
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

WELDING RELATED WORK BECAUSE 0 0 4 0 4

OF PROPER TRANSPORTATION AND
BETTER MARKET FACILITIES.
ANY IRON INDUS TRIES BILPUST GWD 0 0 2 0 2
QUALITY RAW MATERIALS CAN BE
OBTAINED
PRINTING PRESS-BECAUSE THERE IS 0 0 1 0 1
MUCH SCOPE OF DEMAND OF
MARRIAGE CARDS
BAKERY MILL, RICE MILL, SUGAR MILL, 0 0 1 2 3
CAN DEVELOPED IN THIS AREA DUE TO
AVAILABILITY OF PADDY ,GANNA,ETC
POWERLOOM BECAUSE AVAILABILITY 0 1 0 0 1
OF SKILLED WORKERS

CATTLE UNITS BECAUSE AVAILABILITY 0 0 0 1 1

OF CATTLE IN THIS IS GOOD

FLOUR MILL, RICE MILL DUE TO 0 0 0 1 1

AVAILABILITY OF WHEAT & PADDY

FOOD PROCESSING UNIT (IT IS MANGO 2 26 4 1 33

BELT SO RAW MATERIAL WOULD BE
EASILY AVAILABLE AT CHEAP RATE)
FURNITURE WORKS (BETTER 0 0 2 0 2
MARKETING FACILITIES FOR
FURNITURE )
LEATHER INDUSTRIES BECAUSE BIG 0 0 1 0 1
LEATHER UNITS & TANNERIES ARE
SITUATED HERE
SSI OF MEDICINES 1 0 0 0 1

TIMBER WORKS BECAUSE OF EASY 0 0 8 0 8

AVAILABILITY OF WOOD AT
REASONABLE RA TES
TOTAL 3 109 57 55 224

HANDLOOM

AGRO BASED INDUSTRIES BECAUSE 0 1 3 2 6

AVAILABILITY OF RAW MATERIAL IN ALL
RURAL AREA.
CHIPS INDUSTRIES, MANGO PICKLE 0 0 1 2 3
DUE TO AVAILABILITY OF POTATO &
MANGO

167
 Table 27A. Districtwise classification of suggestions received for better potential
industries by types of cluster and characteristic available in the region for SSI
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

JUICE PROCESSING THERE IS LARGE 0 0 0 1 1

PRODUCTION OF MANGOES AT NEAR
BY AREAS
MENTHOL INDUSTRIES RICE MILL, 0 0 5 0 5
BECAUSE MENTHOL RICE ARE
GROWING IN THIS AREA
OIL MILL, RICE MILL, BAKERY HOUSE, 0 0 2 0 2
MENTHOL. DUE TO EFFICIENCY
AVAILABILITY OF MUSTARD, RICE,
MENTHOL, WHEAT, ETC.
SMALL RICE MILL WOOD CARVING 0 1 15 3 19
OPPORTUNITY GROWTH DUE TO
AVAILABILITY OF RAW MATERIALS &
MAN POWER
SUGAR INDUSTRY BECAUSE 0 0 1 0 1
AVAILABILITY OF REGULAR RAW
MATERIALS LOCATION ALL RURAL
AREA
NON FARM ACTIVITIES LIKE 1 0 2 0 3
MANUFACTURING OF AGRICULTURE
IMPLEMENTS BY LOCAL RESOURCES &
FINANCE.
DAIRY PRODUCTION- PEOPLE ARE 0 0 0 4 4
MAINLY DEPENDED ON CATTLE COW,
BUFFALO ETC. AND PLOTS AVAILABLE
AT CHEAP RATES.
ANY IRON INDUSTRIES BILPUST GWD 0 0 2 0 2
QUALITY RAW MATERIALS CAN BE
OBTAINED
BAKERY MILL, RICE MILL, SUGAR MILL, 0 0 1 0 1
CAN DEVELOPED IN THIS AREA DUE TO
AVAILABILITY OF PADDY ,GANNA,ETC
CHEMICALS IT PROVIDES RAW 0 0 1 1 2
MATERIAL TO HANDICRAFTS
HANDLOOM UNITS AT ROW
POULTRY FARM. AVAILABILITY OF HEN 0 0 0 1 1
& DUCKS.

FLOUR MILL, RICE MILL DUE TO 0 0 1 0 1

AVAILABILITY OF WHEAT & PADDY
FOOD PROCESSING UNIT (IT IS MANGO 1 1 0 0 2
BELT SO RAW MATERIAL WOULD BE
EASILY AVAILABLE AT CHEAP RATE)
FURNITURE WORKS (BETTER 0 0 1 1 2
MARKETING FACILITIES FOR
FURNITURE )
TOTAL 2 3 35 15 55

168
 Table 27A. Districtwise classification of suggestions received for better potential
industries by types of cluster and characteristic available in the region for SSI
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

HANDICRAFT

AGRO BASED INDUSTRIES BECAUSE 0 0 0 6 6

AVAILABILITY OF RAW MATERIAL IN ALL
RURAL AREA.
CHIPS INDUSTRIES, MANGO PICKLE 0 0 0 9 9
DUE TO AVAILABILITY OF POTATO &
MANGO
JUICE PROCESSING THERE IS LARGE 0 0 0 2 2
PRODUCTION OF MANGOES AT NEAR
BY AREAS
OIL MILL, RICE MILL, BAKERY HOUSE, 0 0 0 1 1
MENTHOL. DUE TO EFFICIENCY
AVAILABILITY OF MUSTARD, RICE,
MENTHOL, WHEAT, ETC.
SMALL RICE MILL WOOD CARVING 0 0 0 4 4
OPPORTUNITY GROWTH DUE TO
AVAILABILITY OF RAW MATERIALS &
MAN POWER
DAIRY PRODUCTION- PEOPLE ARE 0 0 0 10 10
MAINLY DEPENDED ON CATTLE COW,
BUFFALO ETC. AND PLOTS AVAILABLE
AT CHEAP RATES.
CHEMICALS IT PROVIDES RAW 2 0 0 0 2
MATERIAL TO HANDICRAFTS
HANDLOOM UNITS AT ROW
FLOUR MILL, RICE MILL DUE TO 0 0 0 3 3
AVAILABILITY OF WHEAT & PADDY

FOOD PROCESSING UNIT (IT IS MANGO 0 0 0 3 3

BELT SO RAW MATERIAL WOULD BE
EASILY AVAILABLE AT CHEAP RATE)
TOTAL 2 0 0 38 40

OTHER

SOUP INDUSTRIES BECAUSE THIS IS 1 1 1 0 3

AGRO BASED AREA LOCATION-
GORKHPUR WITH BETTER POWER
SUPPLY AND TRANSPORTING FACILITY
AGRO BASED INDUSTRIES BECAUSE 4 9 2 7 22
AVAILABILITY OF RAW MATERIAL IN ALL
RURAL AREA.
CHIPS INDUSTRIES, MANGO PICKLE 2 0 0 9 11
DUE TO AVAILABILITY OF POTATO &
MANGO

169
 Table 27A. Districtwise classification of suggestions received for better potential
industries by types of cluster and characteristic available in the region for SSI
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

JUICE PROCESSING THERE IS LARGE 0 0 0 3 3

PRODUCTION OF MANGOES AT NEAR
BY AREAS
MENTHOL INDUSTRIES RICE MILL, 0 0 9 0 9
BECAUSE MENTHOL RICE ARE
GROWING IN THIS AREA
OIL MILL, RICE MILL, BAKERY HOUSE, 0 0 2 0 2
MENTHOL. DUE TO EFFICIENCY
AVAILABILITY OF MUSTARD, RICE,
MENTH OL, WHEAT, ETC.
PAPAD UDYOG LARGE SCALE OF DAL 0 0 1 0 1
MENTHOL FACTORY FARM OF
MENTHOL
POPCORN -LARGE SCALE CULTIVATION 1 0 0 0 1
OF CORN'S

SMALL RICE MILL WOOD CARVING 0 4 12 8 24

OPPORTUNITY GROWTH DUE TO
AVAILABILITY OF RAW MATERIALS &
MAN POWER
SUGAR INDUSTRY BECAUSE 0 3 3 0 6
AVAILABILITY OF REGULAR RAW
MATERIALS LOCATION ALL RURAL
AREA
ANY IRON INDUSTRIES BILPUST GWD 0 1 0 0 1
QUALITY RAW MATERIALS CAN BE
OBTAINED
PRINTING PRESS-BECAUSE THERE ARE 0 0 1 0 1
MUCH SCOPE OF DEMANDS OF
MARRIAGE CARDS
BAKERY MILL, RICE MILL, SUGAR MILL, CAN 0 0 0 1 1
DEVELOPED IN THIS AREA DUE TO AVAILABILITY
OF PADDY ,GANNA,ETC
CANDLE INDUSTRIES: AVAILABILITY OF 0 1 0 0 1
SKILLED WORKER LOC:GIDHRAHA

CARPET SKILLED WORKERS ARE 0 0 0 3 3

AVAILABLE TRADITIONAL WORK OF
THIS AREA
JAM & JELLY INDUSTRIES DAIRY FARM 0 0 0 1 1
DUE TO AVAILABILITY OF MANGOES &
MILK
CHEMICALS IT PROVIDES RAW 2 1 0 1 4
MATERIAL TO HANDICRAFTS
HANDLOOM UNITS AT ROW
TEXTILE INDUSTRIES AVAILABLE 0 1 0 0 1
MARKET FACILITY LOC;GORAKHPUR
CITY AREA.

170
 Table 27A. Districtwise classification of suggestions received for better potential
industries by types of cluster and characteristic available in the region for SSI
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

FINANCIAL ASSISTANCE SHOULD BE 1 0 0 0 1

PROVIDED FOR THESE

FOOD PROCESSING UNIT (IT IS MANGO 5 5 2 1 13

BELT SO RAW MATERIAL WOULD BE
EASILY AVAILABLE AT CHEAP RATE)
FOUNDRIES COLD STORAGES BRICK 0 0 1 0 1
KILN RICE MILLS

LATHER INDUSTRIES BECAUSE BIG 2 0 0 0 2

LATHER UNITS & TANNERIES ARE
SITUATED HERE
TIMBER WORKS BECAUSE THERE ARE 0 0 2 0 2
EASY AVAILABILITY OF WOODS ON
REASONABLE RATES
TOTAL 18 26 36 34 114

ALL CLUSTERS

SOUP INDUSTRIES BECAUSE THIS IS 1 2 1 0 4

AGRO BASED AREA LOCATION-
GORKHPUR WITH BETTER POWER
SUPPLY AND TRANSPORTING FACILITY
% 4 1 1 0 1

AGRO BASED INDUSTRIES BECAUSE 4 59 7 20 90

AVAILABILITY OF RAW MATERIAL IN ALL
RURAL AREA.
% 16 43 5 14 21

CHIPS INDUSTRIES, MANGO PICKLE 2 7 8 43 60

DUE TO AVAILABILITY OF POTATO &
MANGO
% 8 5 6 30 14

MANY INDUSTRIES BECAUSE 0 1 0 0 1

AVAILABILITY OF MARKET IN ALL OF
STATE
% 0 1 0 0 0

JUICE PROCESSING THERE IS LARGE 0 0 0 10 10

PRODUCTION OF MANGOES AT NEAR
BY AREAS
% 0 0 0 7 2

171
 Table 27A. Districtwise classification of suggestions received for better potential
industries by types of cluster and characteristic available in the region for SSI
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

MENTHOL INDUSTRIES RICE MILL, 0 0 19 0 19

BECAUSE MENTHOL RICE ARE
GROWING IN THIS AREA
% 0 0 15 0 4

OIL MILL, RICE MILL, BAKERY HOUSE, 0 0 5 1 6

MENTHOL. DUE TO EFFICIENCY
AVAILABILITY OF MUSTARD, RICE,
MENTHOL, WHEAT, ETC.
% 0 0 4 1 1

PAPAD UDYOG LARGE SCALE OF DAL 0 0 5 0 5

MENTHOL FACTORY FARM OF
MENTHOL
% 0 0 4 0 1

PEPPERMINT-LARGE SCALE 0 0 1 0 1
CULTIVATION OF MINT,

% 0 0 1 0 0

POPCORN -LARGE SCALE CULTIVATION 1 0 1 0 2

OF CORN'S

% 4 0 1 0 0

SMALL RICE MILL WOOD CARVING 0 23 38 22 83

OPPORTUNITY GROWTH DUE TO
AVAILABILITY OF RAW MATERIALS &
MAN POWER
% 0 17 30 15 19

SUGAR INDUSTRY BECAUSE 0 9 4 0 13

AVAILABILITY OF REGULAR RAW
MATERIALS LOCATION ALL RURAL
AREA
% 0 7 3 0 3

NON FARM ACTIVITIES LIKE 1 0 3 0 4

MANUFACTURING OF AGRICULTURE
IMPLEMENTS BY LOCAL RESOURCES &
FINANCE.
% 4 0 2 0 1

172
 Table 27A. Districtwise classification of suggestions received for better potential
industries by types of cluster and characteristic available in the region for SSI
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

DAIRY PRODUCTION- PEOPLE ARE 0 0 1 25 26

MAINLY DEPENDED ON CATTLE COW,
BUFFALO ETC. AND PLOTS AVAILABLE
AT CHEAP RATES.
% 0 0 1 18 6

WELDING RELATED WORK BECAUSE 0 0 4 0 4

OF PROPER TRANSPORTATION AND
BETTER MARKET FACILITIES.
% 0 0 3 0 1

ANY IRON INDUSTRIES BILPUST GWD 0 1 4 0 5

QUALITY RAW MATERIALS CAN BE
OBTAINED
% 0 1 3 0 1

PRINTING PRESS-BECAUSE THERE ARE 0 0 2 0 2

MUCH SCOPE OF DEMANDS OF
MARRIAGE CARDS
% 0 0 2 0 0

BAKERY MILL, RICE MILL, SUGAR MILL, 0 0 2 3 5

CAN DEVELOPED IN THIS AREA DUE TO
AVAILABILITY OF PADDY, GANNA,ETC
% 0 0 2 2 1

CANDLE INDUSTRIES: AVAILABILITY OF 0 1 0 0 1

SKILLED WORKER LOC:GIDHRAHA

% 0 1 0 0 0

CARPET SKILLED WORKERS ARE 0 0 0 3 3

AVAILABLE TRADITIONAL WORK OF
THIS AREA
% 0 0 0 2 1

POWERLOOM BECAUSE AVAILABILITY 0 1 0 0 1

OF SKILLED WORKERS

% 0 1 0 0 0

173
 Table 27A. Districtwise classification of suggestions received for better potential
industries by types of cluster and characteristic available in the region for SSI
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

CATTLE UNITS BECAUSE AVAILABILITY 0 0 0 1 1

OF CATTLE IN THIS IS GOOD

% 0 0 0 1 0

JAM & JELLY INDUSTRIES DAIRY FARM 0 0 0 1 1

DUE TO AVAILABILITY OF MANGOES &
MILK
% 0 0 0 1 0

CHEMICALS IT PROVIDES RAW 4 1 1 2 8

MATERIAL TO HANDICRAFTS
HANDLOOM UNITS AT ROW
% 16 1 1 1 2

POULTRY FARM. AVAILABILITY OF HEN 0 0 0 1 1

& DUCKS.

% 0 0 0 1 0

TEXTILE INDUSTRIES AVAILABLE 0 1 0 0 1

MARKET FACILITY LOC;GORAKHPUR
CITY AREA.
% 0 1 0 0 0

FINANCIAL ASSISTANCE SHOULD BE 1 0 0 0 1

PROVIDED FOR THESE

% 4 0 0 0 0

FLOUR MILL, RICE MILL DUE TO 0 0 1 4 5

AVAILABILITY OF WHEAT & PADDY

% 0 0 1 3 1

FOOD PROCESSING UNIT (IT IS MANGO 8 32 6 5 51

BELT SO RAW MATERIAL WOULD BE
EASILY AVAILABLE AT CHEAP RATE)
% 32 23 5 4 12

174
 Table 27A. Districtwise classification of suggestions received for better potential
industries by types of cluster and characteristic available in the region for SSI
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

FOUNDRIES COLD STORAGES BRICK 0 0 1 0 1

KILN RICE MILLS

% 0 0 1 0 0

FURNITURE WORKS (BETTER 0 0 3 1 4

MARKETING FACILITIES FOR
FURNITURE )
% 0 0 2 1 1

LATHER INDUSTRIES BECAUSE BIG 2 0 1 0 3

LATHER UNITS & TANNERIES ARE
SITUATED HERE
% 8 0 1 0 1

SSI OF MEDICINES 1 0 0 0 1

% 4 0 0 0 0

TIMBER WORKS BECAUSE THERE ARE 0 0 10 0 10

EASY AVAILABILITY OF WOODS ON
REASONABLE RATES
% 0 0 8 0 2

GRAND TOTAL 25 138 128 142 433

Note: All units did not respond and some have given more than one suggestion, therefore total
may not tally

175
 Table 27B. Districtwise classification of suggestions received for better
potential industries by type of cluster and characteristic available
in the region for Handicraft

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
HAND LOOM, POWERLOOM
GROWTH IN THIS SECTOR
TRADITIONAL WORK OF THIS AREA 0 20 46 20 86
SEWING OF CHILDREN'S CLOTH
BETTER AVAILABILITY OF SKILLED
WORKERS. 0 0 0 4 4
AGARBATTI INDUSTRIES
AVAILABILITY OF MARKETING IN
LOCATION OF GORAKHPUR AREA 0 1 0 0 1
ARTIFICIAL JEWELLERY DESIGNING
MATERIALS AND SKILLED LABOUR
ARE AVAILABLE AT CHEAP RATES. 0 0 0 1 1
AVAILABILITY OF PADDY & SUGAR
CANE :RICE MILLS, SUGAR MILLS 0 0 0 1 1
BARIBO CRAFT,CARPET WEAVING
DUE TO AVAILABILITY OF BARIBO &
WORKERS 0 0 0 1 1
CARPET & HANDLOOM WORKS
AVAILABILITY OF WORKERS & RAW
MATERIALS 0 0 0 20 20
CHICKAN WORKS & CARPET
WEAVING AVAILABILITY OF SKILLED
WORKERS 0 0 1 4 5
DUE TO AVAILABILITY OF MILK:
FOOD PRODUCTS 0 0 0 1 1
EMBROIDERY WORKS AVAILABILITY
OF CHEAP MATERIALS 0 0 1 0 1
HANDICRAFT AND POWERLOOM
BECAUSE AVAILABILITY OF RAW
MATERIAL 0 1 0 1 2
POWERLOOM,
HANDLOOM,TERACOTTA AND
TOWEL HANDLOOM WORKS ARE
AVAILABLE HERE. 1 83 6 0 90
WEAVING BECAUSE THERE IS
AVAILABILITY OF SKILLED LABOUR. 0 0 1 0 1
WOOD HANDICRAFT BECAUSE
AVAILABILITY OF SKILLED WORK 0 2 0 0 2
ZARI HANDLOOM, CARPET
WEAVING , AVAILABILITY OF
WEAVING & WORKERS. 1 0 0 0 1
TOTAL 2 107 55 53 217

HANDLOOM
HAND LOOM, POWERLOOM
GROWTH IN THIS SECTOR
TRADITIONAL WORK OF THIS AREA 0 0 29 8 37

176
 Table 27B. Districtwise classification of suggestions received for better
potential industries by type of cluster and characteristic available
in the region for Handicraft

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

ARTIFICIAL JEWELLERY DESIGNING
MATERIALS AND SKILLED LABOUR
ARE AVAILABLE AT CHEAP RATES. 0 0 0 1 1
AVAILABILITY OF PADDY & SUGAR
CANE :RICE MILLS, SUGAR MILLS 0 0 0 6 6
CARPET & HANDLOOM WORKS
AVAILABILITY OF WORKERS & RAW
MATERIALS 0 0 0 1 1
MODERN SERVICE SECTOR MUST
BE ENCOURAGED. 1 0 0 0 1
POWERLOOM,
HANDLOOM,TERRACOTA AND
TOWEL HANDLOOM WORKS ARE
AVAILABLE HERE. 2 3 8 0 13
ZARI HANDLOOM, CARPET
WEAVING , AVAILABILITY OF
WEAVING & WORKERS. 1 0 1 0 2
TOTAL 4 3 38 16 61

HANDICRAFT
HAND LOOM, POWERLOOM
GROWTH IN THIS SECTOR
TRADITIONAL WORK OF THIS AREA 0 0 0 12 12
SEWING OF CHILDREN'S CLOTH
BETTER AVAILABILITY OF SKILLED
WORKERS. 0 0 0 1 1
CARPET & HANDLOOM WORKS
AVAILABILITY OF WORKERS & RAW
MATERIALS 0 0 0 17 17
CHICKAN WORKS & CARPET
WEAVING AVAILABILITY OF SKILLED
WORKERS 0 0 0 3 3
ZARDOZI WORK BECAUSE SKILLED
WORK ARE AVAILABLE HERE 0 0 0 1 1
HANDICRAFT AND POWERLOOM
BECAUSE AVAILABILITY OF RAW
MATERIAL 0 0 0 1 1
PAPAD & CHIPS FACTORY-DUE TO
AVAILABILITY OF POTATO. 0 0 0 1 1
ZARI HANDLOOM, CARPET
WEAVING , AVAILABILITY OF
WEAVING & WORKERS. 0 0 0 1 1
TOTAL 0 0 0 37 37

OTHER
HAND LOOM, POWERLOOM
GROWTH IN THIS SECTOR
TRADITIONAL WORK OF THIS AREA 4 8 24 16 52

177
 Table 27B. Districtwise classification of suggestions received for better
potential industries by type of cluster and characteristic available
in the region for Handicraft

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

ARTIFICIAL JEWELLERY DESIGNING
MATERIALS AND SKILLED LABOUR
ARE AVAILABLE AT CHEAP RATES. 0 0 1 0 1
AVAILABILITY OF PADDY & SUGAR
CANE :RICE MILLS, SUGAR MILLS 0 0 1 2 3
BARIBO CRAFT,CARPET WEAVING
DUE TO AVAILABILITY OF BARIBO &
WORKERS 0 0 0 1 1
CARPET & HANDLOOM WORKS
AVAILABILITY OF WORKERS & RAW
MATERIALS 0 0 0 3 3
CHICKAN WORKS & CARPET
WEAVING AVAILABILITY OF SKILLED
WORKERS 2 0 0 2 4
ZARDOZI WORK BECAUSE SKILLED
WORK ARE AVAILABLE HERE 0 0 0 4 4
HANDICRAFT AND POWERLOOM
BECAUSE AVAILABILITY OF RAW
MATERIAL 1 0 2 0 3
KNITTING WORK BECAUSE WILL
SKILLED LABOURS ARE AVAILABLE 0 0 1 0 1
LEATHER GOODS PRODUCTS,
BAKERIES, LAUNDRY 0 0 0 1 1
POWER AVAILABLE OF SKILLED
WORKERS IN RASOOLPUR AND
ZAHIDABAD:POWERLOOM 0 1 0 0 1
POWERLOOM,
HANDLOOM,TERACOTTA AND
TOWEL HANDLOOM WORKS ARE
AVAILABLE HERE. 4 15 7 0 26
WORKS BECAUSE AVAILABILITY OF
SKILLED WORKERS 0 0 0 1 1
ZARI HANDLOOM, CARPET
WEAVING , AVAILABILITY OF
WEAVING & WORKERS. 6 0 0 1 7
TOTAL 17 24 36 31 108

ALL CLUSTERS
HAND LOOM, POWERLOOM
GROWTH IN THIS SECTOR
TRADITIONAL WORK OF THIS AREA 4 28 99 56 187
% 17 21 77 41 44
SEWING OF CHILDREN'S CLOTH
BETTER AVAILABILITY OF SKILLED
WORKERS. 0 0 0 5 5
% 0 0 0 4 1

178
 Table 27B. Districtwise classification of suggestions received for better
potential industries by type of cluster and characteristic available
in the region for Handicraft

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

AGARBATTI INDUSTRIES
AVAILABILITY OF MARKETING IN
LOCATION OF GORAKHPUR AREA
0 1 0 0 1
% 0 1 0 0 0
ARTIFICIAL JEWELLERY DESIGNING
MATERIALS AND SKILLED LABOUR
ARE AVAILABLE AT CHEAP RATES. 0 0 1 2 3
% 0 0 1 1 1
AVAILABILITY OF PADDY & SUGAR
CANE :RICE MILLS, SUGAR MILLS 0 0 1 9 10
% 0 0 1 7 2
BARIBO CRAFT,CARPET WEAVING
DUE TO AVAILABILITY OF BARIBO &
WORKERS 0 0 0 2 2
% 0 0 0 1 0
CARPET & HANDLOOM WORKS
AVAILABILITY OF WORKERS & RAW
MATERIALS 0 0 0 41 41
% 0 0 0 30 10
CHICKAN WORKS & CARPET
WEAVING AVAILABILITY OF SKILLED
WORKERS 2 0 1 9 12
% 9 0 1 7 3
ZARDOZI WORK BECAUSE SKILLED
WORK ARE AVAILABLE HERE 0 0 0 5 5
% 0 0 0 4 1
DUE TO AVAILABILITY OF MILK:
FOOD PRODUCTS 0 0 0 1 1
% 0 0 0 1 0
EMBROIDERY WORKS AVAILABILITY
OF CHEAP MATERIALS 0 0 1 0 1
% 0 0 1 0 0
HANDICRAFT AND POWERLOOM
BECAUSE AVAILABILITY OF RAW
MATERIA L 1 1 2 2 6
% 4 1 2 1 1
KNITTING WORK BECAUSE WILL
SKILLED LABOURS ARE AVAILABLE 0 0 1 0 1
% 0 0 1 0 0
LEATHER GOODS PRODUCTS,
BAKERIES, LAUNDRY 0 0 0 1 1
% 0 0 0 1 0
MODERN SERVICE SECTOR MUST
BE ENCOURAGED. 1 0 0 0 1
% 4 0 0 0 0

179
 Table 27B. Districtwise classification of suggestions received for better
potential industries by type of cluster and characteristic available
in the region for Handicraft

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

PAPAD & CHIPS FACTORY-DUE TO
AVAILABILITY OF POTATO. 0 0 0 1 1
% 0 0 0 1 0
POWER AVAILABLE OF SKILLED
WORKERS IN RASOOLPUR AND
ZAHIDABAD:POWERLOOM 0 1 0 0 1
% 0 1 0 0 0
POWERLOOM,
HANDLOOM,TERRACOTTA AND
TOWEL HANDLOOM WORKS ARE
AVAILABLE HE RE. 7 101 21 0 129
% 30 75 16 0 30
WEAVING BECAUSE THERE IS
AVAILABILITY OF SKILLED LABOUR. 0 0 1 0 1
% 0 0 1 0 0
WOOD HANDICRAFT BECAUSE
AVAILABILITY OF SKILLED WORK 0 2 0 0 2
% 0 1 0 0 0
WORKS BECAUSE AVAILABILITY OF
SKILLED WORKERS 0 0 0 1 1
% 0 0 0 1 0
ZARI HANDLOOM, CARPET
WEAVING , AVAILABILITY OF
WEAVING & WORKERS. 8 0 1 2 11
% 35 0 1 1 3
GRAND TOTAL 23 134 129 137 423

Note: All units did not respond and some have given more than one suggestion; therefore
total may not tally

180
 Table 28 A. Districtwise classification of suggestions received for improving
viability/profitability by type of cluster and by character in Financing

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI
BANKS ARE ALLREADY FLEXIBLE TOWARDS
SSI's 0 0 0 2 2
BANKS CAN EXTEND CREDIT LIMITS 0 0 4 3 7
BANKS SHOULD PROVIDE LOAN & FINANCIAL
FACILITIES WITH LOW INTE REST RATES 0 0 10 16 26
EXPORT PRODUCTS SHOULD BE INTRODUCED
IN SSI's 0 0 2 3 5
INVESTMENT POLICY FINALISED AT THE
INITIAL STAGES 0 0 1 0 1
THERE MUST BE SOME CHANGES IN 0 0 0 1 1
BANKS SHOULD SUPPORT FOR INITIAL
INVESTMENT AND WORKING CAPITAL 2 107 35 30 174
TOTAL 2 107 52 55 216
HANDLOOM
BANKS CAN EXTEND CREDIT LIMITS 0 0 2 1 3
BANKS SHOULD PROVIDE LOAN & FINANCIAL
FACILITIES WITH LOW INTEREST RATES 0 0 4 7 11
IMPROVEMENT IN FIRM & COUDEBR 1 0 0 0 1
BANK SHOULD SUPPORT FOR INITIAL
INVESTMENT AND WORKING CAPITAL 1 3 31 8 43
TOTAL 2 3 37 16 58
HANDICRAFT
BANKS SHOULD PROVIDE LOAN & FINANCIAL
FACILITIES WITH LOW INTEREST RATES 0 0 0 1 1
EXPORT PRODUCTS SHOULD BE INTRODUCED
IN SSI's 0 0 0 1 1
BANKS SHOULD SUPPORT FOR INITIAL
INVESTMENT AND WORKING CAPITAL 0 0 0 36 36
TOTAL 0 0 0 38 38
OTHER
BANKS ARE ALLREADY FLEXIBLE TOWARDS
SSI's 0 0 0 4 4
BANKS CAN EXTEND CREDIT LIMITS 0 0 2 2 4
BANKS SHOULD PROVIDE LOAN & FINANCIAL
FACILITIES WITH LOW INTEREST RATES 0 0 3 2 5
BANKS SHOULD SUPPORT FOR INITIAL
INVESTMENT AND WORKING CAPITAL 10 28 30 25 93
TOTAL 10 28 35 33 106
ALL CLUSTERS
BANKS ARE ALLREADY FLEXIBLE TOWARDS
SSI's 0 0 0 6 6
% 0 0 0 4 1
BANKS CAN EXTEND CREDIT LIMITS 0 0 8 6 14
% 0 0 6 4 3

181
 Table 28 A. Districtwise classification of suggestions received for improving
viability/profitability by type of cluster and by character in Financing

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

BANKS SHOULD PROVIDE LOAN & FINANCIAL
FACILITIES WITH LOW INTEREST RATES 0 0 17 26 43
% 0 0 14 18 10
EXPORT PRODUCTS SHOULD BE INTRODUCED
IN SSI's 0 0 2 4 6
% 0 0 2 3 1
IMPROVEMENT IN FIRM & COUDEBR 1 0 0 0 1
% 7 0 0 0 0
INVESTMENT POLICY FINALISED AT THE
INITIAL STAGES 0 0 1 0 1
% 0 0 1 0 0
THERE MUST BE SOME CHANGES IN 0 0 0 1 1
% 0 0 0 1 0
BANKS SHOULD SUPPORT FOR INITIAL
INVESTMENT AND WORKING CAPITAL 13 138 96 99 346
% 93 100 77 70 83
GRAND TOTAL 14 138 124 142 418

Note: Only responding units have been classified

182
 Table 28B. Districtwise classification of suggestions received for improving
viability/profitability by type of cluster and by character in Infrastructure

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

Roads 3 109 57 55 224

Power 3 109 57 55 224
Transport 3 109 57 55 224
Communication 2 109 57 55 223
Banking 2 109 57 55 223
Police 2 109 35 43 189
Market Information and Marketing facilities 2 109 57 55 223
Trading 4 116 64 56 240
Total 4 116 64 56 241

HANDLOOM

Roads 3 3 38 16 60
Power 3 3 38 16 60
Transport 3 3 38 16 60
Communication 3 3 38 16 60
Banking 3 3 38 16 60
Police 3 3 29 15 50
Market Information and Marketing facilities 2 3 38 16 59
Trading 2 4 40 16 62
Total 2 4 40 16 63

HANDICRAFT

Roads 1 0 0 38 39
Power 1 0 0 38 39
Transport 0 0 0 38 38
Communication 0 0 0 38 38
Banking 1 0 0 38 39
Police 1 0 0 36 37
Market Information and Marketing facilities 1 0 0 38 39
Trading 1 0 0 42 43
Total 1 0 0 42 44

OTHER

Roads 18 27 37 35 117
Power 18 27 37 35 117
Transport 18 27 37 35 117
Communication 18 27 37 35 117
Banking 19 27 37 35 118
Police 18 27 32 34 111

183
 Table 28B. Districtwise classification of suggestions received for improving
viability/profitability by type of cluster and by character in Infrastructure

UNNAO GORAKHPUR BARABANKI HARDOI TOTAL

Market Information and Marketing facilities 18 27 37 35 117
Trading 19 27 38 35 119
Total 19 27 38 35 120

ALL CLUSTERS
Roads 25 139 132 144 440
% 96 95 93 97 94
Power 25 139 132 144 440
% 96 95 93 97 94
Transport 24 139 132 144 439
% 92 95 93 97 94
Communication 23 139 132 144 438
% 88 95 93 97 94
Banking 25 139 132 144 440
% 96 95 93 97 94
Police 24 139 96 128 387
% 92 95 68 86 83
Market Information and Marketing facilities 23 139 132 144 438
% 88 95 93 97 94
Trading 26 147 142 149 464
% 100 100 100 100 99
G.Total 26 147 142 149 468

Note: Only responding units have been classified and percentage are based on the maximum response

184
Table 29. Districtwise classification of role of modern information technology in
cluster development by type of cluster
UNNAO GORAKHPUR BARABANKI HARDOI TOTAL
SSI
IMPROVED QUALITY OF PRODUCTS 2 107 54 55 218
BETTER PRODUCTION GOOD QUALITY 0 0 1 0 1
TOTAL 2 107 55 55 219

HANDLOOM
IMPROVED QUALITY OF PRODUCTS 2 3 35 16 56
MODERN MACHINES 0 0 1 0 1
TOTAL 2 3 36 16 57

HANDICRAFT
IMPROVED QUALITY OF PRODUCTS 1 0 0 38 39
NIL BCERAP WHITE SAND 1 0 0 0 1
TOTAL 2 0 0 38 40

OTHER
IMPROVED QUALITY OF PRODUCTS 18 28 36 35 117
TOTAL 18 28 36 35 117

ALL CLUSTERS
IMPROVED QUALITY OF PRODUCTS 23 138 125 144 430
% 96 100 98 100 99
BETTER PRODUCTION GOOD QUALITY 0 0 1 0 1
% 0 0 1 0 0
MODERN MACHINES 0 0 1 0 1
% 0 0 1 0 0
NIL BCERAP WHITE SAND 1 0 0 0 1
% 4 0 0 0 0
GRAND TOTAL 24 138 127 144 433

Note: only responding units have been classified

185
Table 30. Districtwise classification of role of NGOs in cluster development
by type of cluster

UNNAOOO GORAKHPUR BARABANKI HARDOI TOTAL

SSI

NGO CAN HELP FOR LOAN 0 10 5 7 22

TAKING FORM FINANCE
SECTOR
NGO CAN HELP IN CREATING 0 23 6 8 37
MARKET FACILITIES

NGO'S CAN SALE THE 0 2 8 11 21

PRODUCT INTO BIG MARKET
OUTSIDE THE STATE AND
COUNTRY.
NGO CAN CREATE 1 0 0 0 1
AWARENESS BETWEEN SSI
UNIT OWNER & WORKER
THEY CAN COORDINATE WITH
BUYER AND OWNERS.
NGO CAN SETUP EDUCATION 0 3 0 1 4
AND HEALTH SERVICES FOR
US.
NGO CAN ARRANGE TRAINING 0 1 2 5 8
PROGRAMME FOR SKILLED
WORKER AND MANAGERS
NGO CAN BE USEFUL IS 1 0 0 0 1
SECURING STATEMENT
SUPPLY OF PRODUCTS OF
THE FOOD PROCESSING
SECTOR
NGO CAN DEVELOP 0 1 0 0 1
WORKSHED FOR SSI UNIT

NGO'S CAN PROVIDE 0 0 5 5 10

MARKETING AND TRAINING TO
ENTREPRENEURS
NGO CAN HELP PROVIDING 0 0 6 2 8
TRAINING TO
ENTREPRENEURS &SKILLED
WORKERS
NGO CAN HELP TO 0 0 1 0 1
ENTREPRENEURS IN TAKING
GOVT. SUBSIDIES IE. POWER,
WATER, ROAD, RAW
MATERIALS ETC.
NGO CAN MAKE WORKING 0 1 0 0 1
ENVIRONMENT

NGO CAN ORGANISE A 0 9 0 0 9

HEALTH EDUCATIONAL
PROGRAMME FOR WEAVERS

186
Table 30. Districtwise classification of role of NGOs in cluster development
by type of cluster

UNNAOOO GORAKHPUR BARABANKI HARDOI TOTAL

NGO CAN PROVIDE THE 0 0 1 0 1

TRAINING OF HANDLOOM
WORKS
NGO DOES NOT HAVE 0 0 6 1 7
EXPERIENCE OF INDUSTRIES
MATTER.
NGO'S HAVE THE 0 0 1 0 1
KNOWLEDGE IN SSI'S

SELF WORKING GROUPS OF 0 3 1 0 4

NGO'S CAN BE FORMED TO
PROVIDE GUIDANCE TO SSI'S
NGO CAN ARRANGE 0 0 0 3 3
AWARENESS CAMPAIGN. NGO
CAN SET UP THE FACILITIES
OF HEALTH EDUCATION FOR
WORKERS.
TOTAL 2 53 42 43 140

HANDLOOM

NGO CAN ASSIST. TO RURAL 0 0 1 0 1

CLUSTER OF SSI UNITS TO
REMOVE
NGO CAN HELP FOR LOAN 0 1 5 2 8
TAKING FORM FINANCE
SECTOR
NGO CAN HELP IN CREATING 1 0 3 5 9
MARKET FACILITIES

NGO'S CAN SALE THE 0 0 5 1 6

PRODUCT INTO BIG MARKET
OUTSIDE THE STATE AND
COUNTRY.
MOBILISING OPINION IN 1 0 0 0 1
FAVOUR OF CLUSTER
FORMATION. CREATING
AWARENESS ABOUT THE
EFFECTIVE ROLE OF
CLUSTER IN GENERATION
NGO CAN ARRANGE TRAINING 0 0 2 0 2
PROGRAMME FOR SKILLED
WORKER AND MANAGERS
NGO CAN CHANGE THE 0 0 1 0 1
MARKET POLICY NGO CAN
PROVIDE THE FACILITY OF
FIRST AID.

187
Table 30. Districtwise classification of role of NGOs in cluster development
by type of cluster

UNNAOOO GORAKHPUR BARABANKI HARDOI TOTAL

NGO CAN COME FORWARD TO 0 0 1 0 1

PROVIDE DIFFERENT WAYS
OF MODERN TECHNOLOGY
NGO'S CAN PROVIDE 0 0 6 2 8
MARKETING AND TRAINING TO
ENTREPRENEURS
NGO CAN HELP IN 0 0 0 1 1
EXPERIENCE OF PRODUCTS

NGO CAN HELP PROVIDING 0 0 3 0 3

TRAINING TO
ENTREPRENEURS &SKILLED
WORKERS
NGO CAN HELP TO 0 0 1 0 1
ENTREPRENEURS IN TAKING
GOVT. SUBSIDIES IE. POWER,
WATER, ROAD, RAW
MATERIALS ETC.
NGO CAN PROVIDE GOOD 0 0 1 0 1
SECURITY TO SSI.
NGO CAN PROVIDE THE 0 0 0 1 1
TRAINING OF HANDLOOM
WORKS
NGO DOES NOT HAVE 0 0 1 1 2
EXPERIENCE OF INDUSTRIES
MATTER.
NGO'S CAN HELP IN 0 0 0 1 1
PROVIDING TRAINING FOR
SSI'S
NGO'S HAVE THE 0 0 0 1 1
KNOWLEDGE IN SSI'S
SELF WORKING GROUPS OF 0 0 1 0 1
NGO'S CAN BE FORMED TO
PROVIDE GUIDANCE TO SIS'S
NGO PANCHAYAT SHOULD 1 0 0 0 1
HELP THE ZARI WORKER TO
UPLIFT FROM THE
SUBSISTENCE LEVEL TO
DEVELOPMENT LEVEL
NGO CAN ARRANGE 0 0 1 0 1
AWARENESS CAMPAIGN. NGO
CAN SET UP THE FACILITIES
OF HEALTH EDUCATION FOR
WORKERS.
TOTAL 3 1 32 15 51

188
Table 30. Districtwise classification of role of NGOs in cluster development
by type of cluster

UNNAOOO GORAKHPUR BARABANKI HARDOI TOTAL

HANDICRAFT

NGO CAN HELP FOR LOAN 0 0 0 3 3

TAKING FORM FINANCE
SECTOR
NGO CAN HELP IN CREATING 0 0 0 5 5
MARKET FACILITIES

NGO'S CAN SALE THE 0 0 0 10 10

PRODUCT INTO BIG MARKET
OUTSIDE THE STATE AND
COUNTRY.
NGO CAN SETUP EDUCATION 0 0 0 2 2
AND HEALTH SERVICES FOR
US.
NGO CAN ARRANGE TRAINING 0 0 0 2 2
PROGRAMME FOR SKILLED
WORKER AND MANAGERS
NGO'S CAN PROVIDE 0 0 0 7 7
MARKETING AND TRAINING TO
ENTREPRENEURS
NGO SHOULD HELP IN 1 0 0 0 1
DESIGNING THE PROJECTS
NGO CAN HELP PROVIDING 1 0 0 0 1
TRAINING TO
ENTREPRENEURS &SKILLED
WORKERS
NGO CAN HELP TO 0 0 0 2 2
ENTREPRENEURS IN TAKING
GOVT. SUBSIDIES IE. POWER,
WATER, ROAD, RAW
MATERIALS ETC.
NGO DOES NOT HAVE 0 0 0 1 1
EXPERIENCE OF INDUSTRIES
MATTER.
NGO CAN ARRANGE 0 0 0 2 2
AWARENESS CAMPAIGN. NGO
CAN SET UP THE FACILITIES
OF HEALTH EDUCATION FOR
WORKERS.
TOTAL 2 0 0 34 36
OTHER

NGO CAN HELP IN 1 0 0 0 1

ORGANISING FAIRS WASTE
MANAGEMENT PRODUCT
TESTING
NGO CAN ASSIST. TO RURAL 0 0 1 0 1
CLUSTER OF SSI UNITS TO
REMOVE

189
Table 30. Districtwise classification of role of NGOs in cluster development
by type of cluster

UNNAOOO GORAKHPUR BARABANKI HARDOI TOTAL

NGO CAN HELP FOR LOAN 1 2 1 9 13

TAKING FORM FINANCE
SECTOR
NGO CAN HELP IN CREATING 1 4 6 4 15
MARKET FACILITIES

NGO'S CAN SALE THE 0 1 3 2 6

PRODUCT INTO BIG MARKET
OUTSIDE THE STATE AND
COUNTRY.
NGO CAN CREATE 1 0 0 0 1
AWARENESS BETWEEN SSI
UNIT OWNER & WORKER
THEY CAN COORDINATE WITH
BUYER AND OWNERS.
NGO CAN SETUP EDUCATION 0 1 0 1 2
AND HEALTH SERVICES FOR
US.
NGO CAN ARRANGE TRAINING 0 0 1 1 2
PROGRAMME FOR SKILLED
WORKER AND MANAGERS
PROVIDE NEW INFORMATION 2 0 1 0 3
TO INDUSTRIALIST

NGO'S CAN PROVIDE 1 0 1 3 5

MARKETING AND TRAINING TO
ENTREPRENEURS
NGO SHOULD HELP IN 1 0 0 0 1
DESIGNING THE PROJECTS

NGO CAN HELP PROVIDING 3 0 5 3 11

TRAINING TO
ENTREPRENEURS &SKILLED
WORKERS
NGO CAN HELP IN FORMING A 0 0 1 1 2
UNIT UNDER CENTRAL GOVT,
FOR PROPER RUNNING OF
SIS'S
NGO CAN IMPROVE THE 1 0 0 0 1
DEVELOPMENT OF RURAL
CLUSTER
NGO CAN ORGANISE A 0 2 0 0 2
HEALTH EDUCATIONAL
PROGRAMME FOR WEAVERS
NGO CAN PROVIDE THE 0 2 0 0 2
TRAINING OF HANDLOOM
WORKS

190
Table 30. Districtwise classification of role of NGOs in cluster development
by type of cluster

UNNAOOO GORAKHPUR BARABANKI HARDOI TOTAL

NGO DOES NOT HAVE 0 0 1 1 2

EXPERIENCE OF INDUSTRIES
MATTER.
SELF WORKING GROUPS OF 2 0 4 1 7
NGO'S CAN BE FORMED TO
PROVIDE GUIDANCE TO SIS'S
NGO CAN ARRANGE 1 4 4 1 10
AWARENESS CAMPAIGN. NGO
CAN SET UP THE FACILITIES
OF HEALTH EDUCATION FOR
WORKERS.
NGO. CAN PROVIDE UPDATE 0 0 1 1 2
INFORMATION ABOUT NEW
DESIGN MARKET DEMAND
RAW MATERIALS MARKET
CHANGES ETC.
TOTAL 0 0 1 0 1

ALL CLUSTERS 15 14 31 28 88

NGO CAN HELP IN

ORGANISING FAIRS WASTE
MANAGEMENT PRODUCT
TESTING
% 1 0 0 0 1

NGO CAN ASSIST. TO RURAL 5 0 0 0 0

CLUSTER OF SSI UNITS TO
REMOVE
% 0 0 2 0 2

NGO CAN HELP FOR LOAN 0 0 2 0 1

TAKING FORM FINANCE
SECTOR
% 1 13 11 21 46
NGO CAN HELP IN CREATING 5 19 10 18 15
MARKET FACILITIES
% 2 27 15 22 66
NGO'S CAN SALE THE 9 40 14 18 21
PRODUCT INTO BIG MARKET
OUTSIDE THE STATE AND
COUNTRY.
% 0 3 16 24 43

191
Table 30. Districtwise classification of role of NGOs in cluster development
by type of cluster

UNNAOOO GORAKHPUR BARABANKI HARDOI TOTAL

NGO CAN CREATE 0 4 15 20 14

AWARENESS BETWEEN SSI
UNIT OWNER & WORKER
THEY CAN COORDINATE WITH
BUYER AND OWNERS.
% 2 0 0 0 2

MOBILISING OPINION IN 9 0 0 0 1
FAVOUR OF CLUSTER
FORMATION. CREATING
AWARENESS ABOUT THE
EFFECTIVE ROLE OF
CLUSTER IN GENERATION
% 1 0 0 0 1

NGO CAN SETUP EDUCATION 5 0 0 0 0

AND HEALTH SERVICES FOR
US.
% 0 4 0 4 8

NGO CAN ARRANGE TRAINING 0 6 0 3 3

PROGRAMME FOR SKILLED
WORKER AND MANAGERS
% 0 1 5 8 14

NGO CAN BE USEFUL IS 0 1 5 7 4

SECURING STATEMENT
SUPPLY OF PRODUCTS OF
THE FOOD PROCESSING
SECTOR
% 1 0 0 0 1

NGO CAN CHANGE THE 5 0 0 0 0

MARKET POLICY NGO CAN
PROVIDE THE FACILITY OF
FIRST AID.
% 0 0 1 0 1

NGO CAN COME FORWARD TO 0 0 1 0 0

PROVIDE DIFFERENT WAYS
OF MODERN TECHNOLOGY
% 0 0 1 0 1

192
Table 30. Districtwise classification of role of NGOs in cluster development
by type of cluster

UNNAOOO GORAKHPUR BARABANKI HARDOI TOTAL

NGO CAN DEVELOP 0 0 1 0 0

WORKSHED FOR SSI UNIT
% 0 1 0 0 1

PROVIDE NEW INFORMATION 0 1 0 0 0

TO INDUSTRIALIST

% 2 0 1 0 3

NGO'S CAN PROVIDE 9 0 1 0 1

MARKETING AND TRAINING TO
ENTREPRENEURS
% 1 0 12 17 30

NGO SHOULD HELP IN 5 0 11 14 10

DESIGNING THE PROJECTS

% 2 0 0 0 2

NGO CAN HELP IN 9 0 0 0 1

EXPERIENCE OF PRODUCTS

% 0 0 0 1 1

NGO CAN HELP PROVIDING 0 0 0 1 0

TRAINING TO
ENTREPRENEURS &SKILLED
WORKERS
% 4 0 14 5 23

NGO CAN HELP TO 18 0 13 4 7

ENTREPRENEURS IN TAKING
GOVT. SUBSIDIES IE. POWER,
WATER, ROAD, RAW
MATERIALS ETC.
% 0 0 2 2 4

NGO CAN HELP IN FORMING A 0 0 2 2 1

UNIT UNDER CENTRAL GOVT,
FOR PROPER RUNNING OF
SIS'S
% 0 0 1 1 2

193
Table 30. Districtwise classification of role of NGOs in cluster development
by type of cluster

UNNAOOO GORAKHPUR BARABANKI HARDOI TOTAL

NGO CAN IMPROVE THE 0 0 1 1 1

DEVELOPMENT OF RURAL
CLUSTER
% 1 0 0 0 1

NGO CAN MAKE WORKING 5 0 0 0 0

ENVIRONMENT

% 0 1 0 0 1

NGO CAN ORGANISE A 0 1 0 0 0

HEALTH EDUCATIONAL
PROGRAMME FOR WEAVERS
% 0 11 0 0 11

NGO CAN PROVIDE GOOD 0 16 0 0 3

SECURITY TO SSI.

% 0 0 1 0 1

NGO CAN PROVIDE THE 0 0 1 0 0

TRAINING OF HANDLOOM
WORKS
% 0 0 2 2 4

NGO DOES NOT HAVE 0 0 2 2 1

EXPERIENCE OF INDUSTRIES
MATTER.
% 2 0 11 4 17

NGO'S CAN HELP IN 9 0 10 3 5

PROVIDING TRAINING FOR
SSI'S
% 0 0 0 1 1

NGO'S HAVE THE 0 0 0 1 0

KNOWLEDGE IN SSI'S
% 0 0 1 1 2

194
Table 30. Districtwise classification of role of NGOs in cluster development
by type of cluster

UNNAOOO GORAKHPUR BARABANKI HARDOI TOTAL

SELF WORKING GROUPS OF 0 0 1 1 1

NGO'S CAN BE FORMED TO
PROVIDE GUIDANCE TO SIS'S
% 1 7 6 1 15

NGO PANCHAYAT SHOULD 5 10 6 1 5

HELP THE ZARI WORKER TO
UPLIFT FROM THE
SUBSISTENCE LEVEL TO
DEVELOPMENT LEVEL
% 1 0 0 0 1

NGO CAN ARRANGE 5 0 0 0 0

AWARENESS CAMPAIGN. NGO
CAN SET UP THE FACILITIES
OF HEALTH EDUCATION FOR
WORKERS.
% 0 0 2 6 8

NGO. CAN PROVIDE UPDATE 0 0 2 5 3

INFORMATION ABOUT NEW
DESIGN MARKET DEMAND
RAW MATERIALS MARKET
CHANGES ETC.
% 0 0 1 0 1

GRAND TOTAL 22 68 105 120 315

Note: All units did not respond

and some have indicated more
than one role; therefore total
may not tally

195