From Needlework to Enterprise: Transforming Livelihoods in Sherpur Nanoor

Under the Rural Craft and Cultural Hub – Phase II (RCCH-II) initiative, implemented by Banglanatak dot com with support from the Department of Micro, Small and Medium Enterprises & Textiles (MSME&T), Government of West Bengal, and UNESCO, the Kantha cluster of Sherpur Nanoor experienced a significant shift in both livelihood opportunities and enterprise structure.

For many years, women artisans in this village practiced Kantha embroidery through informal arrangements with local middlemen. While their skills were strong, the absence of market knowledge, transparent pricing, and negotiation power kept their earnings low—typically between ₹1,500 and ₹2,000 per month. Transactions were trust-based, with minimal record-keeping and limited understanding of product costing.

RCCH-II introduced a series of targeted interventions to upgrade artisans’ skills and strengthen their business systems. Workshops focused on advanced stitches, contemporary design development, product diversification, costing, and basic financial management. These trainings helped artisans understand pricing strategies, improve product quality, and build confidence in dealing with buyers directly.

A major shift came when the artisans adopted structured systems for documentation—maintaining registers for orders, raw materials, wages, and delivery schedules. This not only brought transparency to their work but also empowered them to function as a collective enterprise rather than informal piece-rate workers.

Rowshanara emerged as a natural and dependable leader, taking full ownership of every task while ensuring that her team consistently delivered quality work on time. As she reflects on her journey, she says, ‘Earlier, we worked because we had to. Now we work with confidence, knowing our skills have value and our hard work is recognised.’” Her leadership helped the group transition into a well-coordinated production unit capable of handling diversified orders and maintaining professionalism in dealings with buyers.

Income levels rose significantly after the intervention. Individual artisans now earn ₹5,000–₹6,000 per month, while group leaders managing production and client coordination earn higher monthly incomes. The improved earnings have strengthened household stability, supported children’s education, and encouraged savings.

The transformation of the Sherpur Nanoor artisan collective demonstrates how targeted skill-building and enterprise development interventions can uplift traditional craft communities. RCCH-II has helped artisans move beyond needlework into organized entrepreneurship—creating a sustainable and dignified livelihood model for rural women.