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The "never uttered" statement of Indian film star Hrithik Roshan caused a severe threat to the businessmen of Indian origin residing in Nepal, generally known as Marwaris. The sad and deplorable incidents of assaults against Marwari community took place in Kathmandu on 28th of December 2000, which prolonged only for about two days but shattered the communal harmony to a hopeless situation.

Marwari is the term used by general public for all the big business people in this country, regardless of their ethnicity. General public consider all the people in business as Marwaris coming from India. However, there are Marwaris with their origin in Nepal also. I’m using the term for all the businessmen of Indian origin, regardless of the community they belong to.

The Hrithik incident seriously questioned the so far peaceful and harmonious image of Nepal and all the Nepali. It was very sad that the people who have been residing in this country for centuries, for up to 8 generations, had to face such a shocking behaviour from their own brothers. Though it was done by a few miscreants, whole of Nepal should be sorry for the incident.

In the recent history, Marwaris of Nepal had felt serious threatening also during the movement of 1980 (2036 BS). That did not last long but that was the period they seriously gave a second thought about their future in Nepal. In the late 80s also they felt a tremor, due to pro-democracy movements, about longevity of their business in this country.

However, the post-democracy era looked better for all the businessmen because the country had adopted free-market and liberal economic policy. It was when the foreign investment got the maximum attention from the government, enhancing the confidence of the business people. The first few years after 1990 proved to be the best period for industry and business in the country, and the economy also grew quite significantly.

Then started the Maoist movement. Soon after the Maoist movement began in the rural areas, all the business people felt threatened. However, when Maoists started, as reported, taking financial assistance from the businessmen, the business sector once again took a sigh of relief. They felt, regardless of political system and political parties in the country, they would be continuing their business without much disturbance.

But the worst came in the form of Hrithik Roshan episode. Following the incidents of violence that gripped the country, many Marwaris planned an escape from here. But they know that leaving the country is also a very expensive affair, emotionally, socially and monetarily. Except for the few who have already established a good business outside, or deposited large sums in banks abroad, it will be very difficult for majority of Marwaris to leave the country. Moreover, it is also difficult for them to detach themselves from the social and emotional bindings that they have built here from their centuries long existence here.

In such a situation it is the duty of the government and other conscious people to help them regain their confidence in Nepal. Those
who have been in the country for generations are none but Nepalis. We should not tolerate any incident that disturbs the communal harmony in the country. Here, we need not discuss the importance of Marwaris in the country for their contributions in the economy.

However, the Marwari society also needs to take steps towards more homogenization in the society. One of the easiest homogenization process could be inter-caste marriage with indigenous castes. Despite the fact that there are a few examples of such integration, it is very difficult for Marwari society to embrace the idea. There could be many other ways of social integration. The Marwaris, being the richest class in the country, social integration process could be strengthened by helping people in need in the country.

The urgency and love the business community in Nepal showed towards the victims of the earthquake in Bhuj of Rajasthan could be an example. The incident has proved that Marwaris in Nepal are very sensitive towards humanitarian crises. The way they have been setting the groups of business people within Federation of Nepalese Chambers of Commerce and Industry, Nepal Chamber of Commerce, Nepal Foreign Trade Association, Jain Society etc. are remarkable deeds. All these groups don’t only incorporate Marwaris, but there are many Nepali businessmen as well.

Here, I am not saying that Marwaris are not helping in such crises in Nepal. But, my point is it has to come more foreground and more visual. If the committees like the one formed for Bhuj earthquake victims could be continued as the permanent entity for any kind of possible humanitarian crises for the future in Nepal, the process of social integration would certainly be strengthened. Such committees could help places like Jumla, Humla and other parts of Karnali zone where people are dying of hunger. Nepal faces many incidents of natural calamities in different parts of the country. If the same committee or similar ones were working all the time for such crises with their level best support, the resentment among general public against the Marwaris, would fade away so that the Hrithik episode would never be repeated again in the country.

The Hrithikulous Affair – Bridge To No Where

Instead of KAP, what works better and faster for social marketing in Nepal is WOM, writes Ravin Lama with the example from Hrithik Roshan episode and a Luc Brulin story.

Several weeks ago I received an article by my friend in Delhi, Shivjeet Kullar, a creative hot shot with over 80 advertising awards under his belt. The article basically talked about Hrithik Roshan, the upcoming super star and current Indian heart-throb. The tongue-in-cheek comments were what Hrithik actually ‘said’ and how they were blown out of proportion. Like all good things, I am shamelessly borrowing the headline of his article as I thought it would be appropriate for mine.

In Nepal, public memory is very short. And considering what the country went through over some alleged remarks, we have made ourselves a laughing stock. The situation is very akin to the story I have adapted from the original as told by Luc Brulin. I tend to believe it happened here in Nepal.

The Nagar Mahapalika decides to build a bridge to link the town with the neighbouring tourist site. After discussions with the central and local government, the finance has been found, the work started, and the bridge finally inaugurated with great pomp by the local dignitaries.

Tourists arrive in increasing numbers: the investment proves to be a good idea for the development of the region. Nevertheless, after a successful year without any problems, something happens: a coach load of tourists is the target of stones, thrown at it just as it drives onto the bridge. The impact on the image of tourism in the area is disastrous.

Justifiably concerned, the Nagar Mahapalika meets and unanimously decides to create a security post at the entrance of the bridge. A warden is appointed, a budget is voted for, to provide him with a sufficient salary as well as to build a little house for himself and his family. Time passes and no new incident occurs.

But the warden quickly raises a problem with the deputy mayor. He explains that he cannot fulfil his mission on his own because he cannot ensure 24 hours surveillance. He has responsibilities towards his family and holidays to take. The deputy mayor is receptive to this common-sense observation. He decides to set up a system worthy of the name (3 x 8) and appoints 2 additional wardens.

But our team is soon confronted by quite a classic problem: How to organise shifts at weekends and unexpected absences? The three wardens have little problem convincing the deputy mayor to take on three additional wardens. The six council employees manage their quota according to a weekly and monthly plan.

Conflicts arise with the elaboration of the annual plan and it becomes necessary to appoint a manager of sufficient authority to manage the warden staff.

At the mayor’s office, however, the personnel department complains of the complexity of the rules governing the wardens (their timetable is always brought forward, it’s hard to know who is present). It is agreed that the function of management of the wardens should be decentralised under the responsibility of the head warden, who is given a full-time administrative employee. In total, the staff body consists of a head warden, 6 wardens, an administrative employee and on top of that, some part-time staff to cover for unprogrammed absences.

The head warden comes to the conclusion that his little house is no longer suitable for holding an on-call team. He presents a request to the Nagar Mahapalika for the construction of premises more appropriate to the quality of service.

Given that this involves capital expenditure and not running costs, the deputy mayor is obliged to bring this up at the next meeting. The members maintain that the security of the bridge must be kept at all costs, because tourism has become the main source of income for the community. They recommend the construction of the premises requested. The opposition considers that the security is becoming too expensive. A compromise is sought and an expert in public service management is consulted. The expert suggests making the bridge a source of income by installing a toll system. This way they will cover the security expenses and the surplus will finance other local activities. The decision is taken.

The consultant sets up the technical project, the financial requirement, an adjusted tariff rate, the administrative organisation (with a personnel maintenance, accounting department etc.)

The project is accepted. But the receipts are insufficient to repay the borrowings (taken out for the materials, barriers, markers etc.) and the management expenses. The tariffs thus have to be raised, and some within the Nagar Mahapalika envisage privatising the running of the bridge and obtaining comfortable fees from the franchise company in return. Others want to establish a social tariff for the inhabitants of the community. Institutional studies and counter studies are requested from the consultants.

One of them proposes constructing a second structure using private finance. As for the tourists, who are tired of paying too much to cross the bridge, there are fewer and fewer of them every month.

In the meanwhile, the local police disclose that the authors of the attacks (the stones thrown at the coach load of tourists) have been unmasked as unemployed youths.

I have always believed that the most powerful medium in Nepal is ‘WOM’ Sadly we witnessed one classic example which literally brought the country down on her knees. What a pity !

Perhaps, if we could use this to bring about a change in mind-set, in attitude and behaviour, we could bring about personal growth which in turn could help Nepal grow. In social advertising, one always talks about KAP (Knowledge, Attitude and Practice). This is a long and tedious process in bringing about a positive behavioural change amongst the target audience. What will work better and faster with measurable results is WOM. I still insist it is one of advertising’s most powerful communication tools. The acronym stands for ‘word-of-mouth’ communication.

The next time you have any doubts about it, just recollect the "Hrithikculous Affair"

(Ravin S. Lama has been in advertising since the last 14 years and is the Managing Director of Stimulus Advertizers and Signmakers. He is one of the Charter Members of AAAN and currently the Joint Governor of the Ad Club of Nepal).

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Talking Thoughts Hrithik, Bhuj and Marwaris in Nepal

By Prateek Pradhan

The Hrithikulous Affair – Bridge To No Where

Instead of KAP, what works better and faster for social marketing in Nepal is WOM, writes Ravin Lama with the example from Hrithik Roshan episode and a Luc Brulin story.