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Arhar Cultivation Guide – To Generate Profitable Income



Arhar Cultivation Guide – To Generate Profitable Income

Protein is very beneficial for our body. If the human body does not get the sufficient amount of protein, then the mental and physical development of our body stops. Pigeon Pea is considered a source of protein. Moreover, Pigeon Pea is also known as Arhar, Toor and Red Village in our country. India and South Africa are the birthplaces of the Arhar Dal. Arhar dal is consumed in almost everyone’s homes as a good source of protein.

About 21 to 22% of protein is found in Toor dal. Therefore, the market price of Arhar is also excellent. Due to this, farmers can earn a good income by cultivating Arhar. If you are also a farmer and want to cultivate Toor, then in this blog, you are being told about how to grow Toor and essential information related to Toor harvesting.

Temperature And Climate For Arhar Farming

Its plants require a moist environment for good growth. In such a climate, the development of flowers, pods and grains in the plants is also good. Its crop should not be grown in areas with excessive rainfall. It can be cultivated in areas with 75-100 cm of rain.

Land Selection For Arhar Farming

If the farmer wants to do a good crop of Toor, he must choose suitable land. The soil with loam or soil containing biomass is considered good for its cultivation. A sloping land with good drainage is considered best for its cultivation.

Saline and alkaline lands are not considered suitable for their crop. Along with this, its crop is also successfully cultivated in black soil. For more production, a place with sufficient water and lime is considered appropriate.

Arhar Field Preparation

For a good crop of Toor, the field should be well prepared. First of all, plough the area properly with the help of Mahindra 575 or any powerful tractor. After this, apply the cultivator 2 and 3 times. Next, leave the field as it is for some time. Due to this, the insects present in the field soil will be destroyed by the sun.

Furthermore, add natural cow dung manure to the field and mix it well. Due to this, cow dung manure will be mixed well in the soil. Later, get the field ploughed well by putting a spit. In this way, the field will be ready for planting.

Sowing Season

Scientific methods should be used to prepare good yields for the arhar crop. Sowing of Arhar should be done in early and irrigated areas by June, and late ripening varieties should be sown in July. In simple language, the crop which is ready in 270 more days should be planted in July. For a good yield of Ta-21 species, sowing should be done by April. By following these rules, three types of benefits are obtained by sowing.

  • The crop is ready by mid-November, so there is no delay in the wheat sowing.
  • Its crop is more than the Kharif crop sown in June.
  • Yields better than dwarfs on meadows.

Seed Treatment 

First, one kg seed should be treated with 2 grams Thiram and one gram Carbendazim or 4 grams Trichoderma + 1 gram Carboxin or Carbendazim. Then, before dwarfing the seeds in the field, each seed should be treated with a specific Rhizobium culture of pigeon peas.

After this, one packet should be sprayed on 10 kg of seeds. When the beech is well treated, it should be sown immediately in the field. However, excessive exposure to sunlight increases the risk of destroying the culture’s bacteria. Therefore, culture must be used where Toor has been sown for the first time.

Sowing Method

After the field is prepared correctly, the right species and season must be considered for dwarfing the seeds. There should be an adequate distance between the seeds for proper growth. The yield is good if the ridge method is used at the sowing time.

For dwarfing the seeds in the field, the quantity of 12 to 15 kg of early variety and 15-18 kg of late variety is considered suitable. During sowing, there should be a distance of 20 cm between each seed and 60 cm between each row.

Irrigation Method

Arhar crop is sown in irrigated condition, so irrigation should be done according to the crop’s need in case of lack of rain for a long time and at the time of the pre-flowering stage and grain formation. It is crucial to arrange a place with proper drainage for good yield. Moreover, farmers use the Mahindra 585 for proper irrigation. 

Harvesting Time 

It should be harvested when the pods on the Arhar plants are up to 80% ripe and turn brown. After 7 to 10 days of harvesting, when the plant is completely dry, then the pods should be separated from the Toor plants by beating its wood. After this, the farmer brothers can remove the grains of Arhar by using sticks and bullocks. Finally, the extracted grains of Toor dal should be dried well in the sun and stored for 7 to 10 days.

Hope this article is helpful for you and to read more such farming content stay tuned with us. 

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Harsha Majety: Architect of Swiggy’s Culinary Empire

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In the dynamic world of food delivery, Harsha Majety stands out as the visionary founder and CEO of Swiggy, the platform that has redefined the way India dines. With an unwavering commitment to customer satisfaction and a keen understanding of the evolving market, Majety has propelled Swiggy to the forefront of the food delivery revolution.

Harsha Majety, a BITS Pilani alumnus, embarked on his entrepreneurial journey with a clear vision — to address a fundamental challenge faced by consumers: reliable and efficient food delivery. Born out of the desire to eliminate the frustrations associated with late or cold food deliveries, Swiggy was conceptualized as a solution to redefine the food delivery landscape.

The Swiggy Saga: From Conception to Culinary Dominance

1. Identifying a Gap in the Market:

In 2014, along with co-founders Nandan Reddy and Sriharsha Majety, Harsha identified a significant gap in the food delivery segment. Existing options were plagued by delays and inconsistencies, laying the foundation for Swiggy’s disruptive entry.

2. Focus on Customer Experience:

From the outset, Majety emphasized a customer-centric approach. Swiggy wasn’t merely a food delivery service; it was a commitment to providing a seamless and delightful experience for every customer, ensuring that their culinary cravings were met promptly.

3. Technology as the Enabler:

Under Majety’s leadership, Swiggy leveraged technology to streamline the entire process, from order placement to delivery. The robust tech infrastructure not only facilitated real-time tracking but also optimized delivery routes, ensuring that food reached customers in the best possible condition.

4. Diversification Beyond Food:

Learning from the challenges faced by early hyperlocal startups, Majety and his team strategically diversified Swiggy’s offerings. Beyond being a food delivery giant, Swiggy expanded into groceries, medicines, and essentials, transforming into a comprehensive hyperlocal platform.

5. Weathering Challenges and Emerging Stronger:

The hyper-competitive nature of the food delivery industry posed challenges, but Swiggy, under Majety’s guidance, navigated through them successfully. The company not only survived but thrived, becoming a unicorn and synonymous with efficient food delivery.

Harsha Majety’s leadership style is characterized by a relentless pursuit of excellence and an emphasis on innovation. His ability to foresee market trends and adapt Swiggy’s strategy accordingly has been instrumental in the company’s success. Looking ahead, Majety envisions Swiggy as more than just a food delivery platform. The goal is to make Swiggy a ubiquitous presence in the daily lives of consumers, offering a wide array of services beyond culinary delights. The strategic diversification into groceries, medicine, and essentials aligns with this vision of becoming a one-stop solution for every hyperlocal need.

As Swiggy continues to shape the future of hyperlocal services, Harsha Majety’s legacy as a pioneer in the food delivery industry solidifies. His entrepreneurial journey, marked by resilience, innovation, and a commitment to customer satisfaction, serves as an inspiration for aspiring founders in the startup ecosystem. Harsha Majety’s Swiggy isn’t just delivering food; it’s delivering on the promise of a revolutionary hyperlocal experience.

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Deepak Sahni: Revolutionizing Diagnostics with Healthians

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In the realm of healthcare, Deepak Sahni, the visionary founder and CEO of Healthians, is leading a transformation in the diagnostics sector. Healthians, a home diagnostics service provider, has emerged as a trailblazer in an industry that has traditionally grappled with issues of regulation and unorganized players.

The Delhi High Court’s interim order seeking a ban on the ‘illegal’ sale of medicines online served as a catalyst for Sahni. While Healthians isn’t directly involved in offline retailing of medicines, Sahni resonated with the court’s concern about the risks associated with unregulated practices. He is eagerly awaiting a ‘regulatory moment’ for the diagnostic segment, emphasizing the potential dangers to public health posed by unregulated and unlicensed diagnostic labs.

Founded in 2015, Healthians has experienced rapid growth under Sahni’s leadership. The company’s revenue journey is emblematic of its success — from a modest ₹1.1 crore in its first year to an impressive run rate of ₹80 crore. With operations spanning 30 cities in North India and a recent foray into Bengaluru, Healthians is making significant strides toward becoming a pan-India player.

What sets Healthians apart is its contrarian approach to building a brand directly with consumers. While many diagnostic labs rely on referrals from doctors and hospitals, Sahni opted for a direct-to-consumer strategy. This decision was bold and unconventional, considering the prevalent industry norms. “People thought we have gone insane by not taking the doctor route,” Sahni recalls. Despite facing initial rejection from investors, he persisted in building consumer loyalty rather than relying on franchises.

Healthians employs an asset-light model, strategically partnering with standalone pathology labs equipped with high-quality equipment. The brand has positioned itself as ‘different’ by offering a range of free services, including home sample collection, doctor and diet consultation, and vital health checks for family members. This consumer-centric approach has proven to be a winning strategy, with Healthians collecting around 3,000 samples daily and completing 10 million tests to date.

Choosing the National Capital Region (NCR) — India’s most competitive diagnostic market — for its initial operations, Healthians embraced a ‘Red Ocean’ strategy, directly competing with market leaders and rivals. Today, 90 percent of the company’s revenue is generated from this region, showcasing the success of this strategic decision. Healthians navigated challenges through strategic pivots since its inception. Starting as an aggregator of diagnostic labs, the company transitioned to a logistics model and eventually took control of lab operations to ensure both timely sample collection and test quality. The unique challenges of each pivot underscore the company’s agility and commitment to delivering accurate and reliable diagnostic services.

Looking ahead, Healthians aims to deepen its presence in South India, with planned investments of ₹50 crore to expand into Bengaluru, Hyderabad, and Chennai. The company anticipates adding over 200 labs and 3,000 phlebotomists across 30 cities in the next 18 months. However, the challenge persists in smaller cities, where unorganized players dominate the diagnostic market.

While online penetration of diagnostic tests in India is currently under 1 percent, Sahni sees this as an opportunity for significant growth. A potential game-changer could be government intervention to regulate the industry, standardizing equipment use and calibration. Sahni believes that building a business around consumers will naturally thrive once regulatory measures ensure industry standards. In conclusion, Deepak Sahni’s journey with Healthians exemplifies a commitment to innovation, consumer-centricity, and overcoming challenges in a complex sector. As Healthians continues to redefine the diagnostics landscape, Sahni’s vision for a regulated and consumer-focused industry might well be on the horizon.

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Aravind Sanka, Pavan Guntupalli, and Rishikesh SR

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In the bustling landscape of India’s transportation industry, where giants like Ola and Uber have long dominated the ride-hailing sector, a unique and dynamic start-up is making waves. Rapido, the two-wheeler taxi service, has not only captured the attention of commuters but has also attracted significant funding from prominent investors. At the helm of this innovative venture are the visionaries Aravind Sanka, Pavan Guntupalli, and Rishikesh SR.

Aravind Sanka, one of the co-founders of Rapido, is a visionary leader with a passion for transforming urban commuting. Armed with a degree in Computer Science from the National Institute of Technology, Warangal, Aravind brings a strong technical background to the table. Before co-founding Rapido, he gained valuable experience working at companies like Microsoft and Tally Solutions. Aravind’s vision for Rapido goes beyond just creating a successful business; it’s about revolutionizing the way people commute, especially for short distances. He believes that two-wheelers can play a crucial role in easing traffic congestion and providing a cost-effective solution for daily commuting needs.

Pavan Guntupalli, another key figure behind Rapido, is a seasoned entrepreneur with a knack for navigating challenges. With a background in Computer Science and Engineering from the Indian Institute of Technology (IIT) Madras, Pavan embarked on a journey that led him to co-found Rapido. Pavan’s expertise lies in understanding the complexities of the Indian market and devising strategies to overcome obstacles. His commitment to building a sustainable and user-friendly platform has been instrumental in Rapido’s success. Pavan envisions Rapido not just as a service but as a solution to the daily commuting woes of millions.

Completing the trio of visionaries is Rishikesh SR, who brings a unique perspective to the table, especially in shaping user experiences. Rishikesh is an alumnus of the Indian Institute of Management (IIM) Indore, with a background in Computer Science and Engineering from the National Institute of Technology (NIT) Calicut. Rishikesh’s role in Rapido extends beyond the technical aspects; he focuses on ensuring that users have a seamless and enjoyable experience when using the platform. His understanding of consumer behaviour and market trends has contributed significantly to Rapido’s growth. Rishikesh is committed to making Rapido the go-to choice for daily commuting needs.

The journey of Rapido hasn’t been without its fair share of challenges. In the initial years, convincing both consumers and investors about the viability of a two-wheeler taxi service posed a significant hurdle. However, the founders’ determination and belief in the potential of their idea propelled Rapido forward. The company’s commitment to safety, affordability, and efficiency has resonated with commuters, leading to a steady increase in its user base. Rapido has not only transformed the daily commute for millions but has also become an attractive investment opportunity for venture capitalists.

Rapido’s success can be attributed to the innovative mindset and strategic thinking of its founders. In a market where four-wheeler ride-hailing services dominate, Rapido found its niche by offering a faster and more cost-effective solution for short-distance travel. As Rapido continues to expand its footprint across cities in India, the founders remain focused on enhancing the platform, exploring new technologies, and addressing the evolving needs of their users. The recent funding rounds indicate a growing interest from investors who see the potential of Rapido to revolutionize the urban commute landscape further.

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