logo
Naturally coloured cotton revival hit by funding crunch, low yields

Naturally coloured cotton revival hit by funding crunch, low yields

Time of Indiaa day ago
India's
naturally coloured cotton
, which thrived commercially in the 1940s, is struggling to stage a comeback despite rising global demand for
sustainable textiles
and decades of government's efforts in research.
The specialty crop is currently grown on just 200 acres across Karnataka, Maharashtra, Tamil Nadu and Andhra Pradesh, fetching Rs 240 per kg, 50 per cent more than regular cotton at Rs 160 per kg. However, farmers are hesitant to expand cultivation due to significantly lower yields.
Explore courses from Top Institutes in
Select a Course Category
others
MBA
Public Policy
Others
CXO
Degree
MCA
Leadership
Healthcare
PGDM
Product Management
healthcare
Artificial Intelligence
Technology
Design Thinking
Data Science
Data Analytics
Cybersecurity
Data Science
Project Management
Finance
Operations Management
Management
Digital Marketing
Skills you'll gain:
Duration:
16 Weeks
Indian School of Business
CERT - ISB Cybersecurity for Leaders Program India
Starts on
undefined
Get Details
"The productivity of light brown cotton is very low at 1.5-2 quintals per acre, compared to 6-7 quintals per acre for normal cotton. This discourages farmers from expanding the area under this crop," Ashok Kumar, Principal Scientist at ICAR-Central Institute for Research on Cotton Technology (CIRCOT), told PTI.
by Taboola
by Taboola
Sponsored Links
Sponsored Links
Promoted Links
Promoted Links
You May Like
Villas Prices In Dubai Might Be More Affordable Than You Think
Villas In Dubai | Search Ads
Get Quote
Undo
Annual production from these limited acres stands at merely 330 quintals, underscoring the challenge facing this specialty crop that could potentially transform India's
textile sustainability
profile.
ICAR-CIRCOT
is currently focusing on light brown coloured cotton.
Live Events
Coloured cotton has ancient roots in
Indian agriculture
, with cultivation dating back to 2500 BC. Before independence, red, khaki and brown varieties of Cocanada 1 and 2 were grown commercially in Rayalseema, Andhra Pradesh, with exports to Japan. Traditional varieties were also cultivated in Assam and Karnataka's Kumta region.
However, the Green Revolution's emphasis on high-yielding white cotton varieties pushed coloured cotton to the sidelines. The crop's inherent limitations - fewer bolls, lower weight, poor fibre strength, short staple length and colour variations - made it economically unviable for large-scale cultivation.
Indian agricultural institutions have developed improved varieties, including DDCC-1, DDB-12, DMB-225, and DGC-78 by the University of Agricultural Sciences, Dharwad. The Central Institute for Cotton Research, Nagpur, created Vaidehi-95, considered the most prominent among 4-5 available varieties.
Between 2015-19, ICAR-CIRCOT processed 17 quintals in demonstration batches, producing 9,000 metres of fabric, over 2,000 jackets and 3,000 handkerchiefs, proving commercial viability.
The environmental benefits are significant.
Traditional cotton dyeing
requires approximately 150 litres of water per metre of fabric, while naturally coloured cotton eliminates this requirement, potentially reducing toxic waste disposal costs by up to 50 per cent.
"Naturally coloured cotton has huge export potential. More government support is required to enhance production and value addition," Kumar said.
Despite premium pricing and environmental advantages, expansion faces hurdles including lack of seed systems, pest vulnerability, and high pesticide requirements typical of
cotton cultivation
.
"Nobody develops varieties as production is low and the market is not visible. Even textile mills are not ready to procure small quantities," Kumar explained.
The global market shows promise with growing demand from
environmentally conscious brands
, particularly in Europe, USA and Japan. Australia and China are investing heavily in research using traditional breeding and genetic engineering.
For commercial viability, coordinated efforts are needed across the value chain ' from developing farmer-friendly varieties to creating processing infrastructure and establishing market linkages with textile manufacturers committed to sustainable practices.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

SBI raises  ₹25,000 cr via India's largest QIP; to issue 30.6 cr shares at  ₹817 each
SBI raises  ₹25,000 cr via India's largest QIP; to issue 30.6 cr shares at  ₹817 each

Mint

time25 minutes ago

  • Mint

SBI raises ₹25,000 cr via India's largest QIP; to issue 30.6 cr shares at ₹817 each

Mumbai: The country's largest lender State Bank of India has raised ₹ 25,000 crore through a qualified institutional placement (QIP) of its equity shares, making it the largest QIP executed in Indian capital markets. The board of the public sector bank announced the close of the QIP late Monday evening, and approved the issue and allotment of 30.6 crore shares at an issue price of ₹ 817 each. The QIP was subscribed 4.5 times, with 64.3% bids being made by foreign investors. Marquee long-term investors received around 88% of the final allocation, including 24% of the issue size getting placed with foreign long-term investors, the bank said in a release. 'This landmark equity raise is a vote of confidence in SBI's solid fundamentals, prudent risk management and digital-first growth agenda,' SBI Chairman C.S. Setty was quoted as saying in the release. The bank said it will use the proceeds from the share issue to augment its common equity tier-I (CET-1) capital buffer, which will improve to 11.50% from 10.81% as on March 31, 2025. This capital raise will support calibrated credit growth across retail, MSME and corporate segments, it added. Life Insurance Corp (LIC) of India had participated in SBI's QIP, acquiring 6.1 crore shares for ₹ 5,000 crore, the insurer informed the exchanges post market hours on Monday. LIC said it expects to receive the shares by 23 July and for them to be listed by 24 July. Post issue, the shareholding of the insurance company in SBI will rise to 9.49% of the paid-up capital of the bank from 9.21% earlier. The latest QIP is the first one for the bank since FY18, when it had raised ₹ 18,000 crore. The issue is part of SBI's mega fund-raising plan for FY26, Mint had reported on 16 July. Looking to beef up its capital ratios, the public sector bank is looking to tap both the debt and equity markets to raise up to ₹ 45,000 crore in FY26. SBI had announced its plan for a QIP in May, and the proposal was approved by its shareholders on 13 June. The issue opened for subscription on 16 July with a floor price of ₹ 811.05. Shares of the bank ended 0.2% higher today at ₹ 824.60 on the NSE. On the day of the launch of the QIP issue, SBI had also announced board approval to raise up to ₹ 20,000 crore through Basel III-compliant additional Tier-I (AT1) and Tier-II bonds, in one or more tranches. SBI was the largest issuer of bank bonds in FY25, raising a cumulative ₹ 27,500 crore. Of this, ₹ 5,000 crore through AT1 bonds and ₹ 22,500 crore through multiple tranches of tier-II bonds. With the estimated fundraising for FY26, the public sector lender is expected to be the largest bond issuer this year, as well, as per Mint's report. Against the regulatory requirement of 12.1%, SBI's capital adequacy ratio, or risk buffer, was 14.25% at the end of March, slightly lower than 14.28% a year ago. The bank still lags peers like HDFC Bank (19.6%) and Bank of Baroda (17.2%), which is the likely cause for the ongoing fund-raising drive. SBI's consolidated common equity Tier 1 ratio (CET1) improved to 11.1% as of March this year from 10.3% as of March 2022, Moody's India said in a note earlier on Monday, adding that the bank's plan to raise new equity capital and capital gains from the partial sale of its stake in YES Bank will help improve the CET1 ratio further, supporting its balance sheet buffers. The ratings agency said funding and liquidity will continue to be SBI's credit strengths, as the largest bank in India with 23% deposit market share, with most funding coming from retail deposits. In May 2025, SBI had announced that it plans to sell over 413 crore equity shares of YES Bank, or 13.19% stake, to Japan-based Sumitomo Mitsui Banking Corp. (SMBC) for ₹ 8,889 crore. SBI's strongest retail franchise amongst Indian banks, access to low-cost deposits, and sufficient holdings of liquid government securities support its funding and liquidity, Moody's said. The ratings agency upgraded SBI's Baseline Credit Assessment (BCA) and Adjusted BCA to 'baa3' from 'ba1', with a stable outlook on the ratings. 'The upgrade of the bank's BCA is driven by our expectation that the bank's internal capital generation, along with opportunistic external capital raise, will improve its capitalization over the next 12-18 months, bringing its standalone credit profile in line with the other similarly rated peers,' the note said, pegging the bank's loan growth at 12% for FY26, in line with the industry level growth.

What if Tata Motors buys Iveco's truck unit? Will it propel or drag like JLR?
What if Tata Motors buys Iveco's truck unit? Will it propel or drag like JLR?

Economic Times

time25 minutes ago

  • Economic Times

What if Tata Motors buys Iveco's truck unit? Will it propel or drag like JLR?

Italy's Agnelli family had a good outing on the European bourses on Friday. The shares of Iveco, owned by the Agnellis and one of Europe's leading commercial vehicle makers after Volvo, Daimler, and Traton, jumped 8.3% after Reuters reported that Tata Motors has approached the family to acquire a controlling stake in the company. Italian newspaper Il Giornale ran the headline 'Iveco Group may become Indian,' adding that Exor, the Agnelli

ETBWS 2025: Cricket advertising drives full funnel impact
ETBWS 2025: Cricket advertising drives full funnel impact

Time of India

time28 minutes ago

  • Time of India

ETBWS 2025: Cricket advertising drives full funnel impact

For decades, no sport has united audiences quite like cricket. In recent years, however, the way the game is delivered and consumed has transformed, with digital and immersive formats reshaping how audiences engage with the sport. Brands looking to connect with cricket viewers are also evolving, crafting campaigns that drive awareness, consideration, and sales in more innovative ways. At the 7th edition of the Brand World Summit, organised by ETBrandEquity, a panel of marketing leaders explored how India's most-watched sport can be leveraged for full-funnel impact. The panel featured Lakshmi Narayanan B, CMO, CEAT Tyres; Inderpreet Singh, head of marketing, Birla Opus; Bhawna Sikka, CMO, Adidas India; Zameer Kochar, CMO, Angel One; Aniruddha Haldar, senior vice-president and business head, commuters, EV and corporate brand, TVS Motor Company; and Robin Das, founder and CEO, Brandintelle. The power of creativity, particularly in legacy-driven categories such as paints, emerged as a central theme. 'For me, advertising performance hinges on the creative,' stated Singh. 'I've seen it across 23 years of my career, the biggest delta that you get. You can talk about it qualitatively or run market mix modelling; whichever way you do it, it's the creative that makes the final difference much more than efficiency or other parameters.' Birla Opus entered a competitive paints market dominated by 70–80-year-old brands, and Singh noted that differentiation was non-negotiable. 'We had one brief: be different. If you want to win, you must be very, very different. So that's what it is for me, the power of creativity.' While creativity sets the stage, cultural integration amplifies its impact, particularly through cricket, which serves as a shared national moment. 'When you say India's largest playground for ads, nothing can beat the IPL,' said Haldar. 'We've tried pure digital, pure TV, and now follow a hybrid, because different consumers are pointedly available on their chosen medium.' For TVS, which operates in fast-growing categories such as EVs and scooters, brand experiences must extend beyond traditional advertising. 'Cricket reaches the last mile. When RCB is in the final, it's not just Bangalore, it's Bharat. If your ad fits that moment, in that flavour, it gets spoken about and earns its own media,' Haldar added. Cricket's ability to deliver upper-to-lower funnel continuity is another significant advantage. 'Cricket is the big one,' observed Sikka. 'When you look at BARC data, whether it is Champions Trophy or IPL, this year we've had 350 million audiences on linear TV, 250 million audiences on mobile. For a brand, it's the biggest platform to reach at scale.' As the official kit sponsor of Team India, Adidas does more than simply buy media; it plays a central role in the fan experience. 'When you see the Indian cricket team play in three stripes, it's unparalleled pride and equity you can't monetise. That's the upper funnel,' Sikka shared. 'Mid to lower is the product: aspiring athletes looking at footwear, fans buying the Team India jersey. During big matches, jersey sales shoot up. Are we there when people want to express their fandom? Absolutely.' Cricket also contributes to brand saliency in low-frequency purchase categories. 'The media landscape is highly fragmented. You need to be sharp to find the right media mix. It's like finding a needle in a haystack. But cricket is right on top,' noted Narayanan. CEAT's journey with cricket dates back to 1995 through CEAT Cricket Ratings and, later, a visible on-ground presence during IPL matches. 'For a category like tyres, where buying happens once every five to seven years, cricket opens the top of the funnel not just in India but globally through the diaspora,' said Narayanan. Kochar emphasised the integration of brand and business objectives. 'Brand and business are two sides of the same coin.' Angel One leverages data-driven media mix modelling, analysing 18 months of data to optimise creative, media choices, and budgets for improved RoI (return on investment). 'Our IPL association boosts visibility, recall, and consumer sentiment, with strong lifts in traffic, installs, leads, and positive business trends such as CAC (customer acquisition costs) and lifetime value,' Kochar added. Das pointed out that brands can still achieve impact without large budgets by leveraging shared viewing experiences. 'There are ways brands can leverage IPL without spending that much, especially at the bottom of the funnel,' explained Das. 'Things like more streaming, where people watch together and engage, that's something brands can explore. Not every brand has a big budget, but engagement and conversion can happen in those shared moments.'

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store