Hotel de’L Annapurna’s previous logo was created at least half a century ago and the current management had no remembrance of the theme the shape was based upon. Moreover, there was no way by which the branding of the logo could be carried into hotel’s other outlets and products. Sanjay was commissioned to re-approach the logo design but still not go too far from the original logo. First thing first, He went on to investigate what shapes the logo was made of. Having found out he came up with the Brand design where the original identity of the hotel remains, although the logo had a modern look and can be used on other products and media, such as a mobile App.
Hotel de’L Annapurna had a modest clientele amongst upper middle-class travelers throughout the year. However, the hotel management felt the need for improved business with the local population and for the hotel’s brand be more identifiable. The aim was to at least, local population should visit its restaurants and other facilities. Sanjay designed Elite membership program, where regular visitors, upon becoming a member, enjoy the hotel’s facilities at a discounted price. He also designed the Elite membership card and packaging design.
Sanjay was commissioned to design an overhaul of the branding and marketing approach for the International Tattoo Convention. Going by the experience of low-quality graphics back then and advertisement design for the event, resulting in a low turnout of people from a specific section of society, the strategy was re-designed, messages copy-written and a paradigm shifted in the visual design was triggered.
In Nepal, training large numbers of health workers in a classroom setting across the nation requires large funding. Compounding this issue, the district managers are reluctant to send service providers and storekeepers away from their jobs to attend group-based training courses in Kathmandu. Yet these same personnel need to gain a basic understanding of health commodity management and competency in the procedures specific to the logistics management systems. Not helping this, storekeepers are frequently transferred from and to other ministries and sectors. Nepal Family Health Program introduced a computer-based logistics training course as a solution. This required a limited number of healthcare personnel to be absent from their tasks for only a few hours and be trained within the compound of Health Centers.
To capitalize on the learning opportunity that computers provide, Sanjay went back to the drawing board and collected all the information that the health workers needed to know. He formulated a course structure that lends itself to the digital media. Having created the interactivity and architecture of the program, he presented it to the Health Ministry Officials. The attendees were mighty pleased and proposed to double the funds for the program. Sanjay went on further to create a mechanism by which progress is observed and monitored by the head office whenever the computer that is being used for training connects to internet. An auto-generated certificate is given to the trainees at the successful completion of the program.
Vijay Motors, primarily a family business and thus not formally structured, had a sudden growth in 2008. However, the structure of the organization was proportionately scaled up rather than being restructured. This seeped into the age-old problem of the absence of ‘growth management’, and VMPL found itself ‘following’ its growth, rather than ‘leading’ it. Compounding this, because of the sudden lift in the car market in Nepal, more entrepreneurs invested in the car business in the long run and VMPL’s overall market share began to drop.
In January 2011, they invited Sanjay to look deep into matters in relation to the falling market share for VMPL and come up with a short- and long-term strategy to counter it. He observed that looking into the matters of the market may project only half the picture, and the internal structure of the company and its Human Resource Management and Development issues may partially, if not fully, be responsible.
Sanjay began by systematically planning the company’s promotional and CSR activities with a clear perspective of continuity, the planning of implementation of these plans, the value the company brings to the customer, the image it creates in the consumer’s mind, locating vendors to do the job, and actual implementation of the activities. To achieve this, He did a statistical analysis of methods the company was using then, the profitability of using these methods and how these methods set, if at all, the company apart from its competitors.
Further analysis of viability and return value and conventional methods of brand promotions were conducted. Sanjay used the possibility of using new media and its applications in promoting the company’s business.
This Trainer’s Manual on Transitional Justice was created by the International Center for Transitional Justice to support decentralization of transitional justice discussion and to strengthen civil society capacity outside Kathmandu to engage in transitional justice policy development and implementation. It intends to help participants become comfortable with, knowledgeable about, and willing to engage in transitional justice issues.
Sanjay researched and internalized the subject well enough to best suit the design of the publication to the subject. He also investigated the issues related to the actual handling of the book (cost, duration, user, environment of use, need for photocopying etc.) and designed/suggested the paper quality, printing method and the size of the book. Furthermore, it was understood that it may be a good idea to develop symbols for each of the components of training which will make these component easy to access.
Aimed at promoting internal tourism, a twelve-episode TV serial was woven around Maya and Max’s life and their interface with local children on their trip to several parts of Nepal. The Episodes showcased the resilience of Nepalese people despite their often poor social/economic status. The serial, without being pushy, also focused on the environment, child rights, religious harmony, issues related to ethnic minorities, and geographical contrasts within Nepal, teaching etiquette to children and leading them into the path of truth and honesty.
Keeping in mind the ethnic, religious cultural and geographical diversity that Nepal has, the episodes were written to show the contrasts and still emphasize the common thread that runs through the Nepalese at large.
A pre-shoot study trip was done to diverse locations and stories were written on the go. Sanjay wrote the stories to keep enough control over the structure yet have ample space for ‘docu-drama’ incidences that present themselves at the location. Sanjay shot the 12 episodes across Nepal in 21 days at a go.
Hopping between sectors, Sanjay designed attractive and innovative print advertisements for various newspapers, magazines and hoardings based on target groups, schemes, festivals, and seasons celebrations.
The Great Himalaya Trail Development Program (GHTDP) along with District Development Committee, Tourism Development Committee (Govt) and Nepal Trust and local NGOs provided skills training to local mountain communities in Nepal. With an aim to educate and empower the people of these communities, the specially designed Basic Tourism Training package was to cover issues like Basic English language, organic food cooking, responsible/sustainable tourism, mountain tourism, and homestay tourism. It was equally important for these training modules to be translated into suitable media and easily comprehensible ways that effectively bring about the changes in behaviors and practices.
Sanjay was approached to research the local culture, people and their practices, their ability (and sometimes lack thereof) to understand complicated technologies and techniques, the possibility of locally producing these media economically, and on a large scale. Following the on-the-field research and several workshops with SNV’s local staff, Sanjay took on the task to find ways for the practical sessions and information to be delivered effectively, to illustrate the techniques, create training manuals, posters, handouts, and other training tools. Upon testing of these tools, first in small and then larger groups, several sessions of altering the training mechanisms and tools were implemented.
Black-Cardamom is among Nepal’s prime cash crops. However, back then, farmers lost a lot of income for two reasons. One, the Cardamom drying techniques are primitive. Two, to transport fresh Cardamom, the farmers had to spend a lot of money. SNV Nepal partnered with Research Centre for Applied Science and Technology (RECAST) at Tribhuwan University to develop technology for making a ‘Rocket Stove Dryer’ to dry Black Cardamom efficiently and to increase the income of the farmers. However, training farmers to build the Rocket Stove Dryer was challenging, as many farmers were illiterate.
SNV, Netherlands Development Organization, approached Sanjay to find ways to teach farmers to construct the dryer easily with locally available material. After several visits to the pilot dryer, Sanjay came up with a well-illustrated manual with the help of which farmers could make a Rocket Stove Dryer at their farm even if they were illiterate. He used 3D modelling to determine the exact proportions and process of making the dryer. The book has user- interactivity for easy access to individual lessons and is printed in an innovative size to economize printing costs.
