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The Franchising World - February 2018

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21
st
FEBRUARY 2018 l `150
CHAITANYA V
COTHA
Director, C Krishniah
Chetty Jewellers – A
CKC Group Company
FAST
EMERGING
TRENDS IN
RETAIL
FRO2018
CHANDIGARH
SHOWS
THE WAY
FORWARD
CREATING
BEAUTIFUL
HOMES
ASHISH SHAH
Co-founder and
COO, Pepperfry
BREAKING
THE
NORMS
PAWAN GADIA
CEO, Ferns
N Petals
SHREYAS V
COTHA
Director, C
Krishniah Chetty
Jewellers – A CKC
Group Company
THE
CHAIN OF
C VINOD
HAYAGRIV
Director,
C Krishniah
Chetty Jewellers
– A CKC Group
Company
GOLD
HOW THIS
BANGALORE
COMPANY
BUILT A JEWELLERY
EMPIRE OF GOLD
AND DIAMONDS
FROM THE EDITOR-IN-CHIEF
2018 WILL BE THE YEAR OF MSMEs
RITU MARYA
Editor-in-Chief,
Franchise India Holdings
Limited
I recently met the Minister of MSME,
Shri Giriraj Singh, and he asked me a
very thought-provoking question: Is it
the startups or the SMEs that lead to
more employment generation in the
country? This led me to do some deep-dive
research into the matter and we had some
interesting findings. Small and medium
enterprises (SMEs) have a manufacturing
advantage in India and would have more
factory establishments or service-based
establishments like retail or education
under their wing. However, startups
today are regarded as more innovative
businesses and therefore have better
access to big funding that MSMEs don’t
enjoy as often. SMEs account for more than
half of all formal jobs.
While startups (especially digital) are
glamorous, SMEs are the growth backbone
of the nation and primary drivers of job
growth. In India, 70% of the job growth
during 2005-12 came from SMEs with 6+
employees. Yet, India’s policies favour
micro-enterprises, defined as businesses
with investment of less than Rs 25 lakh,
with 1-6 employees typically, which do not
drive job growth because they are neither
able to invest in capital equipment nor
be competitively productive. Therefore,
it is time the government became more
favourable towards the MSME sector that
might not be changing the nation but is
putting in all the hard work and paying
taxes that the country needs to generate its
national income. The Honourable Minister
took it favourably and has promised big
sops for the MSME sector in 2018 in terms
of credit and ease of doing business.
ADVERTISING
Volume 19, Number 2, Feb 2018
Editor-in-Chief : RITU MARYA
EDITORIAL TEAM
Senior Editor : PAYAL GULATI
Sr. Correspondent : GARGI BHARDWAJ
Reporter & Feature Writer : ZARAFSHAN SHIRAZ
Feature Writer : MIZNA GUL
Sub-Editor : AYSHA ANAM
ART
Sr. Art Director: MANISH RAGHAV
Asst. Art Director: RAJEEV KUMAR
Sr. Graphic Designer: SHAILENDRA JETHURI
CHIEF EXECUTIVE OFFICER
ASHITA MARYA 09810092379
ashita@franchiseindia.com
FOUNDER & PUBLISHER
GAURAV MARYA
MARKETING & ALLIANCES NGAGE COO
PREETIMA BHARDWAJ
bpreetima@franchiseindia.net
DELHI OFFICE:
SANJAY BHAT- COO
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Email: advertising@franchiseindia.com
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SREERAM SESHADRI
General Manager
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Email: ssreeram@franchiseindia.net
Unit 11A & 11B, Ground Floor,
Technopolis Knowledge Park, Mahakali
Caves Road, Near Nelco Bus Stand,
Andheri (E), Mumbai - 400093
BENGALURU OFFICE:
MANJUNATH MURUGESH
General Manager Sales
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Email: mmanjunath@franchiseindia.net
#2, Second Floor, Church Street,
(Opposite to Starbucks), Bengaluru-560 001
More recently, startups have also
started feeling that they need the push of
franchising to build a successful business.
This will give a bigger push to the franchise
industry and together with favorable policies
it will make the franchise industry grow
faster. Our issue this month, particularly the
cover story focuses on both family business
SME and startup-oriented businesses that
are changing the franchise landscape
of India. I meet both SMEs and startup
entrepreneurs and I feel that there is a
lot both can learn from each other. While
SMEs can teach about frugality and bottom
line focus, startups can bring to the table
how to look at a product and service more
innovatively. In the same vein I invite you to
join us at the Small Business Awards 2018 to
be held on February 14, 2018 in New Delhi
where both the worlds will come together to
learn of each other’s strengths.
In this issue we have also covered novel
concepts in retail ranging from franchising in
small cities to emerging R&D techniques to
building a strong franchisor-franchisee bond
to all the other emerging trends shaping up
the franchise industry.
Happy Franchising!
INVITING CONTRIBUTORS!
Share, advice and discuss. Experts and critics from the
franchise industry are invited to be a part of India’s first
franchise opportunity magazine. Write to the Editor-in-chief at
editor@franchiseindia.com.
To know more call 0129-4228800 or log on to
www.franchiseindia.com
To buy or subscribe the magazine call 09311148342 or mail at
subscribe@franchiseindia.com
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RAJESH S. ZHAWAR
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AHMEDABAD OFFICE:
YASHESH SHAH
Chief Manager-Sales
Mobile: +91 7878937679
Email: Yashesh.shah@franchiseindia.net
402, Venus Atlantis, Opp.McDonald’s,
100 ft. Road, Prahaladnagar,
Ahmedabad-380015
KOLKATA OFFICE:
ABHISHEK GHOSH
Deputy General Manager- Sales
Mobile: +91 9999027238
Email: abhishek@franchiseindia.net
Merlin Infinite, DN-51, 5th Floor,
Unit No. 502, Sector V, Nr. R.S.
Software/College More,
Kolkata-700091.
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EKTA AGARWAL
General Manager- Sales
Mobile: +91 9168661776
Email: aekta@franchiseindia.net
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Behind Eden Garden Society,
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Branch Head Sales
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Copyright © 1999 - 2017, The Franchising World.
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Place Of Publication. Franchise House S.C.F 145
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CAUTION. ADVICE. RESEARCH.: Articles and
advertisements in The Franchising World are
purely for information purposes and represent
neither endorsement nor recommendation of such
companies by the Publisher, Editor and their agents.
Readers must always take relevant professional
advice before entering into any contract with
companies or persons described in the magazine’s
articles and advertisements. The publisher and
the editor cannot accept any responsibility for
transactions between readers, advertisers and
companies appearing in The Franchising World.
While reasonable care is taken to insure the accuracy
of information in The Franchising World at the
time of preparing for the press, no responsibility
can be taken for any error that may have crept up
inadvertently, or consequences of action based on
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in The Franchising World do not necessarily reflect
those of the Publisher or the Editor. We welcome
unsolicited material for consideration, however
The Franchising World accepts no responsibility
for them. Materials shall not be returned unless
accompanied by adequate postage and a selfaddressed envelope. The Publisher and the Editor
will not be responsible for any loss or damage.
LETTERS
Business of mending
women in India
#CreativeLearning
#Counseling http://
ow.ly/XQFP30hYfHi
Top 5 Obstacles Faced
by #Womenpreneurs
#EducateGirls
#NationalGirlChildDay
http://ow.ly/D0Fy30hXWJi
21
st
JANUARY 2018 l `150
COVER STORY
BUSINESS TRENDS
CREATING BIG
OLIVERS EARLY LEARNING CENTER- BY MERIDIAN
OPPORTUNITIES
IN 2018
Pratul Butta,
Director, Olivers
Early Learning
center- by Meridian
P RA TI K
S HA H , MD,
ADOPTING
RATIONAL
APPROACHES
IN EARLY
LEARNING
A ‘grab-and-go’ food opportunity
SPECSMAKERS
The journey of Nishanth Chandra,
CEO, TenderCuts, is really
impressive and aspiring.
Akansha Kapoor, Delhi
N I SH AN T H
C H AN D R AN
CEO, TENDERCUTS
T EJA S W I
BUTTA
FOUNDER, OLIVERS
EARLY LEARNING
CENTER BY
MERIDIAN
RU R AL
F R A N CH I S I N G :
REAPING A
R I C H H A RV E ST
C o nve rs io n
Fra n ch is e
B r in gs
PROFIT
FOR ALL
SOUTHERN
Olivers Early Learning
Center- by Meridian is a wellrecognised player in the field
of early education and is now
getting into the next phase of
expansion through franchising
ORIGIN
By Aysha Anam
E
NATIONAL
arly education plays an integral
role in shaping the personality
of children who are going to
be the future leaders of this
country. Hence, one cannot deny
the relevance of pre-schooling.
Parents do understand that textual
knowledge is not going to fit the
bill in this competitive era. Therefore, it is quite
essential to lay a strong foundation of knowledge,
skills and values for these young comrades who are all
set to face the intrinsic challenges of life. Given this
base, there are many players that have forayed into
the early learning sectors, one of them being Olivers
Early Learning Centre by Meridian, headquartered at
Hyderabad’s Madhpur, which is now taking the
baton of education pan-India with an aim to
franchise for growth.
VISION
HOW THESE SOUTHERN RETAIL
ENTREPRENEURS ARE UPPING THE GAME
BREWING A
PAN-INDIA REACH
HUNGRY FOR
MORE
Mahadeva Prasad
MD, MDP Coffee House
Mohit Khattar,
CEO, Graviss Foods
Tejaswi Butta,
Founder, Olivers
Early Learning
center- by Meridian
TM
60
COVER STORY
With the kind of vision
Specsmakers has, it is surely
here to stay and flourish.
Shashi Ahuja, Delhi
SOUTH SIDE UP
As mentioned earlier, the brand
has become a household name in
the southern part of the country
with a store at every 2 km. This
has been possible due to a deep
understanding of consumer
behaviour in this region. “We aim
to attain a larger footprint, higher
market share and economies of
scale,” Shah says. At an average
price of Rs 2,000 – 2,200 a pair,
Specsmakers has created a niche
for itself, which, as Shah says,
is something he would like to
maintain for a long time to come.
Given the fact that spectacle frames are no longer
used only for sight correction but also as lifestyle
products, Specmakers in South India has got its
equation worked out with absolute clarity
By Aysha Anam
S
pecsmakers, the
makers of spectacle
frames, lenses and
accessories, is taking
the South Indian
retail market by storm
with a store in every
nook and corner of
cities like Bengaluru, Chennai, and
Madurai. In a short span of time,
the brand has risen with leaps and
bounds, winning the confidence of
its customers. Specsmakers, set up
in 2007, has served more than 10
million customers in a period of 10
years. “We made a decisive move
of becoming India’s first single
brand outlet, catering to customers
who are keen on purchasing their
eyewear at affordable pricing with
high-end quality,” says Pratik Shah,
Managing Director, Specsmakers.
IN TUNE WITH THE TRENDS
People who wear glasses are often
conscious about their looks. Keeping
this in mind, Specsmakers try
its every bit to complement their
customers’ face and style with wide
variety of frames and lenses.
“In order to ensure best design
and quality, we have associated
ourselves with top manufacturers
who cater to international brands.
We create designs, shapes based
on the trends and vision patterns of
Indian consumers,” Shah informs.
The brand caters to all types of
FRAMING FRANCHISING
IN LENSES
vision such as single vision, bi-focal
and progressive. The lenses are
manufactured by European labs and
are fitted using Japanese technology
to ensure quality and perfect fit.”We
do different types of coatings such
as anti-reflective, water repellent
and special lenses for the avid
digital users to protect their eyes
from digital blue rays that emit from
devices such as Television, Laptops
and Smartphones,” Shah adds.
Besides lenses and frames, it also
manufactures products like reading
glasses, lens cleaning solutions,
cords, chains and sunglasses.
UNIQUE SELLING POINT
Price plays a pivotal role when you
target Indian buyers. Therefore,
Specsmakers has made it a point
to offer high-quality eyewear in
an affordable price range. Says
Shah: “We are the first ones to
offer a one-year unconditional
warranty on frames and lenses.”
Furthermore, the brand maintains
a transparent pricing policy for its
products and offers value-addition
through free eye testing at all its
outlets by certified optometrists
as well as free lifetime service of
ultrasonic cleaning of spectacles
at every store. “Additionally, we
offer free repair and services of
spectacles even if a customer has
not purchased the product from us,”
Shah adds.
62
Write to us:
You can send your feedback to
editor@franchiseindia.com along
with your email address.
Talk us: 0129-4228800
TeleFax: 0129-4228840
Advertise on this page : 09810092379
Subscribe to the magazine: 09311148342
Request for previous issue: 0129-4228800
January 2018
SPECSMAKERS
IT’S THE ‘VISION’
THAT MATTERS
It’s the ‘vision’ that matters
franchiseindia.com
franchiseindia.com
The brand is an award winning
business model to franchise
with. Unlike other players in the
market, it has its own franchising
model of FICO (franchise invested
and company operated). “We take
care of any outlet linked to us and
we make sure that they get the
best returns. Presently, we are
offering our franchise across all
major cities of South India,” Shah
informs.
Before entering a new city, the
management of Specsmakers
undertakes a study of the potential
it offers. “That’s a core part of our
growth strategy,” Shah says.
Adopting rational approaches in
early learning
The scope of franchising is huge. And
the way companies like Olivers Early are
getting into the next phase of expansion
through franchising is really motivating.
Ashish Chawla, Mumbai
FUTURE PLANS
Given the upward spiral in the
frames and lenses industry, there
is room to expand and Shah
has already put into motion an
ambitious plan to reach new
heights. The brand is looking
forward to entering Hyderabad,
and other parts of Tamil Nadu and
Karnataka shortly. “With as many
as 120 company-owned outlets,
we are in the process of opening
additional 200 outlets across
Chennai, Bengaluru and Madurai
before the end of 2018 and 200
more outlets in 2019. We have
already accepted 50 franchise
proposals. Our vision is to be a
500-store company by 2020,”
Shah says. ll
ISSUE FOCUS
RURAL/AGRICULTURE
REAPING A
RICH HARVEST
Hitherto dominated mainly by unorganised players, the rural/agriculture
sector is experiencing a phenomenal change with the entrance of organised
players entering the market. Zarafshan Shiraz finds out what their vision is
and what is aiding their franchise model
January 2018
Rural franchising: Reaping a
rich harvest
It’s good to see the growing rural
potential and players focussing
this market to incorporate it into
national growth agenda.
Manish Mittal, Delhi
T
he buying power of rural consumers
is experiencing an enhancement given
their increasing awareness of brands
and labels which offers substantial
untapped market potential for franchisors. With industries plunging in to tap
this opportunity, new business models are being
incepted that are bound to change the face of rural
India by bringing the retailers, brands and consum-
32
FRANCHISE FACTS – MBCFPCL
>> TOTAL STORES: 25
>> EXPECTED RETURN ON INVESTMENT: 18%
>> AREA: 1 ROOM 15 X 18 SQ. FEET AND
HALL/STORAGE SPACE OF 20 X 30 SQ. FEET
>> EXPECTED BREAKEVEN: ABOUT 3 YEARS
franchiseindia.com
January 2018
CONTENTS
FEBRUARY 2018
Volume 19, Number 2, february 2018 Issue And It Contains 114 Pages Including Cover.
COVER
STORY
Regular
14
GURU SPEAK
VALUE CREATION
AS IMPORTANT
AS PRODUCT
CREATION
You should always
concentrate on
building a brand
16
UPDATES
A wrap-up of the
latest happenings
in the industry
46
56
GIVING AN EXTRA SHINE TO
INDIAN JEWELLERY
Bangalore jewellery biggie, C
Krishniah Chetty Jewellers, is all
set to expand through franchising.
Let’s explore what’s in store for the
investors and customers
GOING TOURISTY WITH TOURIENT
Come vacations and there is always
a surge in travel bookings. With
India’s tourism industry on a high,
we find out how the old school has
been brushed aside by the digitally
active Tourient
Issue Focus: Retail Trends 2018
28
32
34
What exactly
works for a brand
in Tier II and Tier
III towns
Feminine glamour is now
witnessing the entry of male
confidence. Let’s read about
this new high in the market
The perks of being a
sub-brand instead
of expansion under a
parent brand name
SMALL CITIES, BIG
OPPORTUNITIES
HEY, MEN! WHAT’S YOUR
JEWELLERY QUOTIENT?
BRANDS, AND NOW
SUB-BRANDS
Brand Connect
36
40
R&D techniques
in franchise
success
How duplicating a
successful internationally
renowned and ‘customized
for India’ model does not
work for all brands
SO WHAT MAKES
FOR A SUCCESSFUL
FRANCHISORFRANCHISEE BOND
COPYCAT STRATEGY LEAVES
NEW AGE BRANDS LIFELESS
62
63
64
65
Tushar Kansagra, MD, Brain
Child Learning, talks about the
company’s educational programs
Manish Somani, Director, TGB
Bakers and Confectionary (P)
Ltd. on his success formula
Dharmesh Kapasi,
President, SEIL shares his
winning strategy
Anamika Anjarai, MD, Rangoli
School, explains how she is
providing holistic learning
DEVELOPING CHILDREN THE
‘BRAINY’ WAY
BAKING A PERFECT
BUSINESS FORMULA
10
GIVING INTERNATIONAL
CURRICULUM THE INDIAN TOUCH
franchiseindia.com
February 2018
PREPARING EDUPRENEURS
FOR FUTURE INDIA
66
68
70
74
Sandeep Chowdary of Freak
Shakes Bro, shares details about
bringing to India the Australian
concept of freak shakes
Madhavi Adimulam, Founder,
Ananya Learning Centre, shares
lessons for other women entrepreneurs
Sanjay K Jain, MD, TT Ltd
shares the idea of TT Bazaar
Reeshab Agarwal, MD,
Stellar Furnishings on his
growth formula
FREAK, SHAKE, ROCK AND ROLL
“WOMEN OFTEN UNDERESTIMATE THEIR
OWN POTENTIAL”
People Watch
80
FRANCHISE FACE
Creating beautiful homes
Pepperfry, with its
experience centres, is
fulfilling the design
requirements of customers
across India
82
A FRANCHISE OPPORTUNITY
FOR SELF-EMPOLYED,
SALARIED AND RETIRED
Licensing
84
94
Expanding through custom
tailoring
‘New consumerism’: the
latest mantra in experiential
licensing
FRANCHISEE SPEAK
Dhawal Prakash, Franchisee,
The Raymond Shop,
Maldahiya, Varanasi, reveals
the perks of associating with
the brand
98
SECTOR WATCH
Experience is everything
and in terms of brand
licensing, this phenomenon
has emerged as a gamechanger
96
FRANCHISE
PROFESSIONAL
LICENSOR SPEAKS
Kuber cuts out a new path
Kuber is looking to tap
newer categories through
brand licensing
BREAKING THE NORMS
Ferns N Petals is now
foraying into small towns
as well as in every nook
and corner of the country
2
Follow us on
11
STELLAR: CELEBRATING
CLASS SINCE TWO DECADES
franchiseindia.com
February 2018
0
1
5
LICENSEE SPEAKS
Being the quintessential
poster boy
Jimmy Mistry, Director and
CEO, Posterboy.in unveils
his business plan
112
HOW TO
Exercises at work
How to reset a bad work day
529,355
+
811,606
TOTAL VISITS
NEW VISITS
4.12
590,522+
MINUTES
UNIQUE VISITS
AVG. TIME
SPENT
2,582,045+
3.32
%
PAGES/
MONTHLY
PAGE VIEW
SESSION
TOP PICKS
How to Arrange Funds to
Start Your Business
Sales down at restaurants
after GST
Can Mobile Spas Be The Next
Big Thing
How important is
Getting a Good Investor
guruspeak
Value Creation
as Important as
Product Creation
I
f you ask yourself why a
business would suffer just
because demonetization
happened, you will realise
that it was not a problem
of cash but a problem
of business. Be it a diamond
manufacturer or an apparel
manufacturer, his or her source of
income was not profits but savings
from tax. If it would not have been
GST or demonetization, some other
external factor would have played
out, such as someone creating the
same products at a low price, who
would take away the customer
from you. Therefore, rather than
blaming demonetization and GST
for all these we should accept that
our business model was weak.
When China started its
manufacturing era, it very quickly
realised that it was supplying to the
world at large. In a few categories,
as for example mobile phones, it
has become a dominating force.
The Chinese government has also
been very conscious of the fact
that there would be forces from
around the world that would try
to hack this rapid manufacturing
momentum, which led them to
encourage the creation of brands
along with products in their own
country. More recently Prime
Minister Narendra Modi came up
with ‘Make in India’, US’ President
Donald Trump came up with ‘Make
in America’, and so forth. Sensing
this, the Chinese government has
put a trillion dollar fund to create
Chinese brands. The result is that
you can find Vivo and Oppo posters
all over the country and the same
is the case worldwide.
GAURAV MARYA
Chairman, Franchise India
Holdings Limited
I will share with you the things
that are necessary for any
SME’s growth:
identity is the only way to build
the value of the enterprise.
Build the Brand
First and foremost, a brand is
very important. You should always
concentrate on building a brand
even if you are a manufacturer so
that everyone gets to know what
you stand for.
Another important area is
diversification. Businesses are
changing faster than you know.
And knowing when to shift is
another factor that aids growth
and diversity. It is advisable to
shift when one is at the peak.
Capitalize the Business
Make a Talent Pool
A large number of SMEs suffer
because of lack of capitalization.
As a result, many SMEs remain
undercapitalized. Seasoned
businesses are somehow reluctant
to ask for money or approach
private equity or angel investors.
The truth is that the capital
is available more for mature
businesses but people are under
the impression that a startup can
get money but not them.
Talent is the only change that
you can bring in the required
transformation in your company.
Don’t run the business by yourself.
Get good people around you.
Go for Radical Growth
A business can only thrive if it
continues to grow. The growth is
only ensured through spotting a
new market through an innovative
product and through a new
channel of selling your product.
Entrepreneurs, therefore, need
to push their journey from being
‘in the business’ to being ‘on the
business’ in order to grow.
Build Value
All our lives we build an incomedriven business but fail to build
the value of our enterprise. A
proprietary product or a market
share or your brand….anything
which resonates well with your
14
franchiseindia.com
February 2018
Diversity is a Must
Sweat the Capital
The SMEs don’t sweat the
capital. They keep investing in
some other asset class like
savings in real estate, gold but
don’t invest back into their own
business. It is important to sweat
your capital in your business to
make it grow. ll
For further inquiries and clarifications, email to
editor@franchiseindia.com
Disclaimer: The solutions provided here are based on general
business principles. The author of this advisory column,
the editor, publisher and printer shall not be liable for any
personal losses or anxieties caused to any reader, and its
implementation is solely at the discretion of the reader.
The contents of this magazine are for general information
only, and Franchise India or any of its group companies
is not, by means of this magazine or any part thereof,
rendering professional advice or services. Before making
any decision or taking any action that might affect your
finances or business, the reader should consult a qualified
professional advisor. Reader’s use of this magazine or
any information contained herein is at its/his/her own risk
and the reader shall assume full responsibility and risk of
loss resulting from the usage of the same. To the fullest
extent permissible pursuant to applicable law, Franchise
India any of its group companies disclaim all liability to
the reader and everyone else in respect of the content
on this magazine and all services provided through it,
whether under any theory of tort, contract, warranty,
strict liability or negligence or otherwise, and whether
in respect of direct, indirect, consequential, special,
punitive or similar damages, even if Franchise India any
of its group companies was advised, knew or should have
known of the possibility of such damages.
FEBRUARY 2018
McDonald’s to reopen all
the remaining 84 outlets
R
oping in a
new logistics
vendor, ColdEX,
McDonald’s estranged
partner Vikram Bakshit
affirmed that all the
84 outlets in east and
north India that were
forced to shut down
will reopen before
January end. “Right
now 64 of them have
been re-opened and by
the end of this week
all the 84, which were
temporarily hit, will
resume operation,”
Bakshi said.
Alleging reduction
in volume and nonpayment of certain
dues, Bakshi-led
CPRL’s logistics
partner Radhakrishna
Foodland had
discontinued its supply
services. McDonald’s
too had raised
concerns over the food
safety claiming there
were alleged lapses in
the food quality and
safety level by “all
facets of the supply
chain” and the new
distribution centre
is not approved by
it. Bakshi, however
denied the charges
labelling it as an
attack on business
by Radhakrishna
Foodland in collusion
with McDonald’s India.
Ethnic wear brand
Soch looking to spread
beyond Indian shores
A
fter having made a mark in India, Soch
is now planning to retail in the US, UK,
Canada, Australia, South Africa, Mauritius,
Singapore, Indonesia, Malayasia and UAE by April
2018. Much like global fashion brands testing
waters in India through the e-commerce, Soch
would test-market via online medium before
opening physical stores in these countries.
The brand specialises in Indian ethnic wear
and offers kurtis, saris, and dress sets for both
formal and casual occasions but has just started
to venture into the western wear section of the
market. Along with international expansion,
the brand will continue to expand its product
categories and will be launching office wear in
the near future.
Apart from catering to global markets through
online portal, the company would also look at opening
franchise stores in UAE, Sri Lanka, Australia, Canada
and the US.
16
The brand has clocked in 46 per cent growth annually
for the last five years and plans to maintain the
momentum of 40-50 per cent next fiscal.
franchiseindia.com
February 2018
FRANCHISE UPDATES
Deal With
Pepsico Aids
Stocks Of Varun
Beverages
T
he strategy to expand its
product portfolio through
its valued relationship with
PepsiCo turned successful for Varun
Beverages as its stock rose 8.98
per cent to hit a high of Rs 750.40
on BSE. The deal is being viewed as
a precursor to the beverages and
snacks maker divesting its capitalintensive business nationally to
franchisees. It came into being for
the larger Tropicana portfolio along
with Gatorade and Quaker ValueAdded Dairy in territories across
North and East India.
As per the deal’s norms, PepsiCo
is transferring distribution of
its juices portfolio to its biggest
bottler in South Asia, Ravi Jaipuriapromoted RJ Corp whose company
is Varun Beverages.
RETAIL
Khadi To Enter Shopping
Malls Through Retail Route
L
acking enough
financial muscle to
spend on leasing
space, Khadi & Village
Industries Commission
(KVIC) has come up with
a different model, where
it will have a revenueshare arrangement with
retailers, which could
range between 10% and
20% of the sales.
Trying to reach out
through shop-in-shop
formats, KVIC would
soon be present in 200
major stores in malls
across the country. A
tie-up has been done
with Globus Stores (unit
of Raheja Group) and an
expansion of the brand
is expected in Chennai,
Varanasi and Ahmedabad
alongside tie-ups done
with Cotton Bazaar at
Mumbai and the Khadi
Korner launch slated to
open at GIP mall, Noida,
in February.
Apart from these, talks
are on with Apna Bazaar,
Shoppers Stop, Big
Bazaar, Lakewood Malls,
Aditya Birla Fashion
and others for Khadi
Korner tie-ups. These
were subsequent results
post MSME secretary
AK Panda and the KVIC
chairman’s meet up with
close to thirty CEOs
of retail chains and
designers in Mumbai last
November.
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franchiseindia.com
February 2018
FRANCHISE UPDATES
Whirlpool India Launches
Commercial Appliances
20
franchiseindia.com
I
n a bid to target
5% market share
in the commercial
appliance industry,
American appliance
maker, Whirlpool
of India forays into
commercial appliance
segment by launching
products from its
European portfolio
including dishwasher,
oven and ice maker.
This comes in the
wake of company’s
aggressive growth
plans to expand its
presence in new
adjacent product
categories.
“Currently, the
B2B market size of
kitchen equipment
in India is Rs 1,900
crore and laundry
equipment is Rs
5,000 crore with
February 2018
growth rate of 1012%. We are foraying
into the kitchen
equipment market
of the commercial
industry initially and
eying 5% market
share,” said Sunil
D’Souza, managing
director, Whirlpool of
India.
Having already
partnered with
distributors
and foodservice
consultants in India
for this business,
Whirlpool’s
commercial products
will be initially
available in Chennai,
New Delhi, Mumbai,
Bengaluru, Kolkata
and Pune and later
expand into other
cities in a phased
manner.
FRANCHISE UPDATES
Yumlok looks to raise USD
1 million by fiscal-end
“We are in talks with
investors to raise USD 1
million by March. We plan
to use this fund to open
new outlets, marketing and
brand building,” Yumlok
Founder and CEO Avinash
Gupta said. Yumlok got
an undisclosed amount
of angel funding from
Naman Sarawagi (who also
invested in Cashfree and
DailyNinja) and Ashish
Agarwal (founder of Digital
Harbor and member of
Mumbai Angels) in 2016.
The company plans to expand its
footprint through a combination
of company-owned and franchised
outlets. Yumlok plans to open
outlets in metros and tier I and II
cities such as Ahmedabad, Kanpur,
Lucknow, Bhopal and Indore.
S
treet food restaurant chain
Yumlok is talks with investors
to raise USD 1 million by
the end of this fiscal to support its
expansion plans.
The company at present operates
four outlets. It plans to open 50
outlets by 2020 across the country.
Us Arm Of
Welspun India Set
Up To Invest In
E-Commerce Firms
T
rading its shares at 2.23 per cent
higher at Rs 73.40 per scrip on
BSE, Welspun India, a textile firm,
has established its subsidiary in the US to
invest in e-commerce companies.
“The company has incorporated a
wholly-owned subsidiary Welspun
Nexgen Inc registered with the state of
Delaware, US having paid up capital of
USD 4.25 million to make investment in
e-commerce companies,” Welspun India
said in a BSE filing.
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franchiseindia.com
February 2018
FRANCHISE UPDATES
ENTERTAINMENT
Nazara Grabs Large
Stake In Next-Wave
Multimedia
A
cquiring a majority stake in Chennaibased gaming startup Next-Wave
Multimedia, Nazara is all set to
strengthen its portfolio of offerings in the
virtual interactive sports genre in India and
other emerging markets.
It will also give NextWave, the needed
impetus to grow along by its side, given
Nazara Games’ expertise in creating
scalable and profitable business models
around consumer transactions globally.
The company’s first majority stake
acquisition, NextWave Multimedia develops
casual and multi-player games in the sports
genre and owns the IP for one of the most
popular cricket games in India, World
Cricket Championship (WCC).
“Nazara has been on the lookout for gaming
companies which have established strong leadership
24
in the sports genre. NextWave offers a strong promise
of dominating the space globally with its massive fan
base of over 15 million monthly active users and strong
product offering,” Manish Agarwal, CEO, Nazara said.
franchiseindia.com
February 2018
FRANCHISE UPDATES
MOVEMENT
Ashish Dikshit new
managing director of
Aditya Birla Fashion
R
eplacing Pranab
Barua with
effect from Feb
1, Ashish Dikshit will
be the new managing
director of the Aditya
Birla Fashion and Retail
Ltd (ABFRL). Currently
working as the business
head of the Madura
Fashion and Lifestyle
division, Dikshit will
take up the new position
for a period of five
years, said the retailer
of Louis Phillipe and
Van Heusen brands in a
filing with the BSE. As
an additional director of
the board, the company
will retain Barua whose
appointment, along with
Dikshit’s, is subject to
shareholder approval.
Another replacement
will come to effect from
April when Jagdish
Bajaj, who has over two
decades of experience
with the Aditya Birla
Group, will step into
the position of ABFRL’s
chief financial officer, S
Visvanathan. The later
has resigned to pursue
a career outside the
company and will step
down effective Feb 28.
26
franchiseindia.com
February 2018
THE AGE OF
DISRUPTION
With the Indian retail industry warming up to omni-channel retail and major players
geared up to revolutionizing customers’ journey at every possible channel - the age of
disruption is right here. India’s retail market is expected to grow to US$ 1.1 trillion by
2020 on the back of income growth, urbanization and attitudinal shifts. The organized
retail sector which is estimated to reach approx. 18-20% of the total sector, by 2020,
is growing at a high rate of 20%-25% p.a.
There is a potential of targeting an organized market of US$ 70-US$80 billion
currently, which comprises organised Indian and international retailers who are
operating in India or are evaluating entering India.
The future of the retail sector in India seems to be exciting as both organized and
unorganized retailers and it seems reasonable to assume that an exciting year lies
ahead for the retail sector. Are you ready to challenge it?
20%
Consumer
durables
6%
Home decor &
furnishing
10%
SECTOR
COMPOSITION
OF ORGANIZED
RETAIL
Jewellery &
watches
33%
Clothing &
textile
18%
2%
3%
Beauty care
8%
Books, music
& gifts
Footwear
27
franchiseindia.com
February 2018
Food &
beverages
ISSUE FOCUS
RETAIL - SMALL CITIES FORAY
SMALL CITIES, BIG
OPPORTUNITIES
Retailers are now looking beyond metros to tap a new breed of customers who are
willing to shell out money on experiential retail. A foray into the smaller towns is
seen as a long-term investment, because if retailers don’t enter this market today,
someone else will and take the hold of this market. The cost of getting this share
back will become an expansive affair for retailers. So, what exactly works for a
brand in Tier II and Tier III towns? Tanya Krishna finds out
Pricing Strategy
Though Tier II and Tier
III population has opened
themselves to the branded fashion and lifestyle
products, they do look for
products that offer proper
value for their money.
Neha Shah, Head–Marketing, Pepe Jeans, says,
“Pricing and value are the
most important factors
when it comes to targeting these markets. They
are two very important
components in the product mix.”
Open to
Customization
While we see an exponential acceptance of branded
fashion by the Tier II and
Tier III piers, they still
look out for ‘their kind
of fashion’ being offered
by the brands. Bijit Nair,
President-Retail, AND,
says, “We take it as an
opportunity to understand
the consumers’ tastes
in these markets which
might be slightly different,
either in terms of fashion
or silhouettes or the way
we present our line in the
28
market. Being agile to or
open to changes and to
learning, we are able to
quickly make those necessary changes.”
Brand-Consumer
Connection
Also, small town population looks for something
they can relate to or
something they can look
up to and brands need to
keep this in mind while
expanding in these areas.
Having known and loved
celebrities as the face
of the brand helps im-
franchiseindia.com
February 2018
mensely here. “AND, for
instance, has Kareena
Kapoor as our brand ambassador and that itself is
quite a big pull as she is a
face which is very familiar
with Tier II and Tier III
markets,” says Bijit Nair.
Retail Experience and
Customer Service
With time, people from
smaller markets have
grown hungry for a better
retail experience and they
are ready to pay for the
kind of customer service
that can satiate them.
ISSUE FOCUS
RETAIL - SMALL CITIES FORAY
in consumer psyche or
behaviour in both metros
and small towns.” And so,
offering the latest global
trends for the fashionconscious populace is the
right step forward.
Navin Khanna from Zoe
Concepts, agrees, “People
in Tier II cities are also
exploring foreign destinations where they are
exposed to higher quality
products and great service and therefore aspire
to have them as part of
their daily lives.”
Identifying Best
Possible Markets
Right Collaboration
for Right Approach
Even as BoConcept,
which offers a range of
contemporary and modern furniture, is currently
exploring opportunities
and trying to decipher the
ideal retail channels in
Tier II and Tier III cities
for its products, Navin
Khanna believes that “it
is important to have the
right collaboration so that
the right audience can be
approached based on the
positioning of the brand.”
Window to Global
Trends
“Having a
known and
loved celebrity
as the face
of the brand
acts as a big
pull in these
markets.”
30
While we talk about smaller markets giving importance to branded fashion
and lifestyle, what exactly
has made this possible?
As Neha Shah rightly
says, “People in smaller
towns are as aware of
current trends and styles
as people living in the
metros. With technology
advancements and rapid
expansion, these factors
together blur the lines
franchiseindia.com
February 2018
Even as brands are penetrating the Tier II and Tier
III markets of the country,
they need to identify the
best markets for establishing their presence which
would help them further
the brand image rather
than hampering the same.
Bijit Nair asserts, “We take
various points under consideration like what are the
competing brands available
in the market, how the
market is going to develop
in the years to come, the
per capita income, etc.
before we sign up.” ll
ISSUE FOCUS
RETAIL - JEWELLERY
HEY, MEN! WHAT’S YOUR
JEWELLERY QUOTIENT?
Consider this: Feminine glamour is now witnessing the entry of male confidence.
The rise in gender-bending has broken style taboos in the jewellery business and
there is now available a wide range of jewellery for men too. Zarafshan Shiraz
writes about this new high in the market
D
aring and
fashion forward
is the new
blending trend
in the jewellery
market, which is making barriers fall for men
who are turning more
confident in expressing
their look. Designers and
jewellery brands alike are
all game to take this leap
forward. With Tanishq recently launching ‘Aveer’,
its exclusive range for
men, and Voylla coming
up with ‘Dare’ to ap-
peal to the same massive
demand, other brands like
Orra, Gitanjali, Caratlane,
etc. are also jumping on
the bandwagon since
industry experts feel that
it’s not just a fleeting
fashion statement. Ditching sophisticated norms,
men today are pretty cool
with wearing ear-studs,
pendants or bracelets.
The Evolution
Tanishq launched Aveer
when it witnessed the
development of a huge
32
market for men’s jewellery that was not limited
to conventional engagement rings and cufflinks.
It laid out a stylish range
of rings, bracelets, chains,
and ear-studs in gold,
platinum and diamonds to
cater to the style statements of men looking for
traditional, contemporary, elegant and unique
designs to complement
their image. “The influence that is coming from
rappers and the media
now has youngsters
franchiseindia.com
February 2018
wearing pendants over
their shirts. They are
also wearing studs and
bracelets. This is basically
becoming an extension of
their personality as they
feel free to accessorize
themselves,” says Vishwas
Shringi, CEO and founder
of Voylla.
Evolving from the
acceptable category of
simple gold chains to
products in leather, jewellery for men is surfacing
with more innovative
designs in rhodium, silver
oxidized brooches, cufflinks, shirt pins and collar
pins. The traditional forms
have been modernized
to specifically appeal to
youngsters. “A combination of platinum with rose
or yellow gold is in vogue.
This adds to the design
factor and the dual tone is
working well not only in
smaller value pieces such
as rings but other products as well. We are presently observing a huge
liking for dual tone chains
and bracelets amongst
men. This is especially in
the case of platinum jewellery,” informs Vijay Jain,
CEO and director of Orra.
Shringi reveals that
with movies like ‘Bahubali’, the concept of
jewellery has taken a new
turn – traditional in form
but modernized in style.
He opines that the same
thing has been done with
Lord Ganesha or the trilogy concept of Brahma,
Vishnu and Mahesh,
wherein design innovation
is important. The other
themes include army type
quadrant designs that
are given a contemporary look so as to achieve
the goal of mass appeal
among men and get them
attracted to it.
The Pricing
“The demand
for men’s
jewellery has
been posting
36% year-onyear growth
at Orra”
33
While Aveer starts at
Rs 20,000, available at
Tanishq stores across the
country, Dare offers an
affordable price range
that ranges from a few
hundred rupees to about
Rs 3,000. As per Jain of
Orra, the demand for
men’s jewellery has been
posting 36% year-on-year
growth. “A good 30% contribution is now coming
franchiseindia.com
February 2018
from sales in the men’s
category,” Shringi says.
Future-Friendly
With men more comfortable shopping online when
it comes to lifestyle products, Shringi feels that
this proportion will continue to increase and in a
few years be equal to the
women’s jewellery. “The
consumers desire jewellery which is versatile
and wearable. Hence, the
industry has to pre-empt
the consumers’ needs and
create jewellery to fulfill
it. Simplicity will always
be the key for men’s
jewellery,” Jain says. “The
market for men’s jewellery will be twice as much
as the women’s category.
Since it’s a new adoption,
growth in this category
will be higher,” Shringi
predicts. ll
ISSUE FOCUS
RETAIL - SUB-BRANDS
BRANDS, AND NOW
SUB-BRANDS!
Carrying its own name, visual communication and market
strategy, a sub-brand is the new thing among footwear companies.
Zarafshan Shiraz finds out the perks of being a sub-brand instead
of expansion under a parent brand name
A
nchored to the
prestige, profile
or authenticity
of the original
brand, a subbrand is beneficial for
creating exposure to a
specific customer segment that got skipped
from being engaged. A
sub-brand’s creation leads
to evaluation of the value
of the parent brand while
tapping into new markets
is easily attained due to
a greater sense of brand
loyalty while taking advantage of the trust built
from the larger brand
or company. With this
mastermind plan, many
footwear companies like
Woodland, Liberty, M&B
and the likes have entered
the market with their
prodigies to help attain a
wider reach.
Opportunities Aplenty
“The moment you create
a sub-brand, you are able
to communicate differently and create an aura
around the sub-brand,
which helps you to further
Being a mono-brand
company from 19821991, Liberty quickly
realised that the TG and
aspirations of the expanding customers was very
different from product
offerings. To cater to the
individual identity of each
collection, Liberty thought
of connecting each brand
with a particular mood.
With this idea, it launched
its prodigy, Healer, into
the footwear market.
34
franchiseindia.com
“Sub-brand
helps you
to further
strengthen the
category and
connect with
the consumer”
February 2018
strengthen the category
and connect with the consumer. This helps to sell
multiple pairs,” shares
Anupam Bansal, Executive Director, Liberty
Group.
Observing growth in
the luxury market with a
rise in demand for premium products, Woodland,
long known for being the
adventure gear-makers,
launched a parallel brand
by the name WOODS to
cater to formal and semicasual footwear, apparel
and accessories. “With
WOODS we created an
opportunity to build and
sustain our relationship
with a new segment of
consumers under the
aero club,” informs
Harkirat Singh, Managing Director, Woodland.
“The major advantage of
having a parallel brand
is that you can cater to
different segments and
categories,” he adds.
Contribution of
Sub-Brands
Contributing 25% of
the total turnover of
the group, WOODS has
already launched into
several stand-alone
showrooms in Delhi and
Mumbai. “We are looking
forward to introduce multiple stores for WOODS
in metro cities in the
next 2- 3 years,” reveals
Singh. With more than
10 sub-brands currently,
Liberty has been posting
good growth. However,
Bansal has a word of caution for those intending
to take this route: “It’s an
expensive proposition,”
he says. “The plan is to
keep a finger on the pulse
of the market. We will
keep strengthening our
sub-brands as and how
we see the potential to
grow,” he adds. ll
ISSUE FOCUS
R&D TECHNIQUES
SO WHAT MAKES FOR A SUCCESSFUL
FRANCHISOR-FRANCHISEE BOND?
The relationship between a franchisor and a franchisee does not start and stop
with business terms. Many other elements have to be invested to be able to create
a successful partnership that can weather all storms By Aysha Anam
I
n this fast-paced
world, trends
change every day
and people tend
to develop a new
taste every second. Not
everyone can take a sip
from the cup of the same
franchisers, which makes
franchisors’ task extremely difficult. In order to
keep their status certain
in the market, franchisors
break the monotony with
intensive research and
study to keep their grip
and hold firm in the eyes
of the customers. In a nut-
shell, renowned franchisors from across the globe
have come to a conclusion
that the key to prepare
a successful franchisee
is proper research in
ideation, training, audits,
key account management
allocation, etc.
Legal Aspects
Rules and regulations
tend to change in any
country and so the franchisors need to keep an
eagle eye on the progressions, documentations
and other formalities post
36
signing an accord with
their franchisees. Established brands make sure
they undertake rigorous
measures and agreements
before signing a deal. For
instance, Subway starts
its communication by
sending a Franchise Disclosure Document first.
too fragile and can easily get tarnished by any
negligence. Therefore,
brands are highly precarious with their image.
Rakesh Rana, General
Manager, Subway, says,
“Providing great customer
experience is essential in
building the brand.”
Brand Image
Choice of Location
Brand image is the key
area of concern for any
franchisor. McDonald’s,
Starbucks and other renowned brands took ages
to earn a name, which is
The area of an outlet only
adds to the brand’s image. Franchising heads
choose the location as
per their target audience
and whether it is in malls,
franchiseindia.com
February 2018
ISSUE FOCUS
R&D TECHNIQUES
shopping centers, or near
cinema halls, they have
to be very selective and
wise. “The factors we
research before joining
hands with a franchisee
are the potential customer
base, traffic patterns,
proximity to strong population back-ups, visibility,
and parking,” Rana states.
“A location should have
a nearby business and
residential community,”
adds Rana.
Flexible Model
With the changing trends,
laws, time and consumer
feedback, the franchising
model has to be flexible
so that the brand can skip
the repercussions. The
Italian mobile repairing
company Phonup considers India as a vast and diversified country. “Hence,
in our view, franchisee
owned franchisee operated is the recommended
model,” says Amit, COO,
Phonup. A number of
franchisors including
Kioda have decided to
enter the market with
an investment model.
“We will be retailing in
multiple categories in our
stores,” says Karthikeyan
Vishnu, COO, Kioda.
Timely Inspection
If there is a loophole in
the quality of the product,
all fingers will be raised
towards the parent company; therefore, they have
to make a timely check
on certain things. If it is
a restaurant franchisee,
then the food quality,
surroundings, hygiene,
etc. need to be inspected
frequently.
Building
Relationships
“The franchise
model has to
be flexible so
that the brand
can skip the
repercussions”
38
Franchisors and franchisees share a very
fragile relationship which
needs to be enriched by
healthy communication.
Karthikeyan Vishnu, COOKIODA, India, says: “If
we deliver whatever we
promise to our franchisees it will help us in
building credibility for the
brand. Once we get into
franchiseindia.com
February 2018
the process of consistently
delivering and providing
them an opportunity to
generate revenue, it helps
in building a long-term
relationship with the franchisee.”
Innovation
The franchising head
of Phonup thinks R&D
leads to innovation and
innovation leads to better product and services
while better products and
services lead to effective
operational planning.
Corroborating the fact,
Vishnu says, “In today’s
time and age, a dynamic
business environment with
innovation in systems and
process is the key. Also,
adapting and introducing
new technology builds a
robust operations system
to service the franchisee
network.” ll
ISSUE FOCUS
FOOD
COPYCAT STRATEGY LEAVES
NEW AGE BRANDS LIFELESS
fact that they were running on the same model
which made brands like
Domino’s, McDonald’s,
Pizza Hut and KFC flourish in the Indian market?
Making the
Connection
Nusra reports about how duplicating a successful internationally
renowned and ‘customized for India’ model does not work for all
brands, citing incidents about why certain leading brands have
closed their doors in India
M
cDonald’s
and Domino’s
were the first
brands to set
up a global
market trend in India in
1990s, subsequently inviting many international
brands to the country.
However, with the same
replica model, strategy
and product portfolio,
many of them are struggling in the Indian market
even after spending 5-7
years. For instance, Papa
John’s is already out of
India, closing its door in
the country. The reason:
it failed to meet its store
level EBITDA for more
than a year, focusing more
on brand-building. Also,
there’s news brewing that
the promoters of Barbeque Nation, which has
bought the master franchise rights for American
burger chain Johnny Rockets in 2016 to replicate
their casual dining model,
are unhappy with the performance of the brand.
Likewise, JSM, which
owned Hard Rock, California Pizza Kitchen and
Shiro, has struggled in
the recent past. And the
buzz is that it has sold a
majority of the stake to
property developer Jitu
Virwani, who now owns
around 62% in the company, along with Sanjay
40
Mahtani, one of the cofounders, as well as some
other investors. Taking
into account all such true
but unconfirmed stories,
the question still remains
the same: why do these
brands fail despite of the
franchiseindia.com
“Over 650
QSR and cafe
outlets shut
down between
2013 and
2016”
February 2018
“The key to our success is
the fact that we became
locally relevant to the
people in India,” points
out Amit Jatia, who introduced McAloo Tikki to
Dosa Masala Brioche to
Chatpata Naan – Indianising them to stay ahead of
the curve. Similarly, with
more than 400 stores
operational in India, Pizza
Hut knows how to keep
customers happy. “We
are the first brand to engage with consumers by
way of signature writings
on the bills – our servers
write down experiences
they have had with the
customers on bills,” says
Unnat Varma, MD, Pizza
Hut India Subcontinent.
When Plans go Awry
Over 650 QSR and
cafe outlets shut down
between 2013 and 2016
in India, according to a
study done by Tag-Taste.
The sombre mood of the
restaurant industry is
reflected with the results
that these brands are
facing. Reckless expansion, no product standardization, management
conflict and undefined
territory and audience
are a few learning lessons for brands that are
venturing into the Indian
market soon. ll
NEW APPROACH
NEXT GEN FRANCHISORS
NEXGEN’S NEW APPROACHES TO
CONVENTIONAL FAMILY BUSINESSES
A general aphorism – what starts in family stays in family – describes the most certain result of a familyowned business. But there is definitely more to what happens to an enterprise between being owned by a
first generation that establishes the company brick by brick to be taken over by the second generation, or
more so, failing to survive even before this succession takes place. Often, emotional ties, respect for elders,
pressure within family, etc. come in the way of mature decision-making regarding the handover of baton to
the second generation. But for now, we will be talking about the success stories of India’s popular and loved
family-run businesses or brands. A report by Tanya Krishna
S
ome of the
reasons best
known to
us that are
responsible for
success stories in busi-
ness include higher profitability, risk-taking ability
in their areas, disciplined
capital allocation, having
a representative from
almost every generation
who would understand
the consumers from that
age group better, transparency in operational
decision-making, etc. But
for better insights, we
GETTING
TECHNOLOGICALLY
READY
AYUSH MEHRA
Director, Study By Janak
Ayush Mehra is the
young and dynamic
face of ‘Study By
Janak’ and is driving
the three-decade old
legacy of the firm.
He joined the lineage
created by his father,
Manoj Mehra in the
year 2011. Ayush
credits his success
to the work craft and
knowledge of business
he has borrowed from
his father, the only
difference being that
he has automated that
entire knowledge.
Informs Ayush, “The
customised system
helped manage the
business efficiently
and automate the
front-end to back-end
functions related to
technology, services,
human resources, etc.”
42
franchiseindia.com
talk to the NexGen entrepreneurs of India who
are doing everything in
their power to make their
businesses future-ready
in every way possible.
While elaborating on
the implementation
of ERP, Ayush says,
“Since our business
is made to measure,
customer satisfaction
was a major challenge.
This is where ERP
was integrated with
CAD (Computer
Aided Design).
Surprisingly, there
is a high variation in
the physiologies of
Indians as compared
to people in western
countries. For
instance, we have to
make sure that people
with potbellies look
good after wearing
our clothes. We also
incorporated a ‘first
price right’ approach,
steering clear of the
legacy of discounts
and also the ‘feather
touch loyalty program’
was introduced which
helps in collecting data
February 2018
on consumer buying
patterns.”
Furthermore, the
brand also tied up with
leading fabric brands
of the world. Talking
about his plans for the
brand, Ayush asserts,
“We are going to open
two stores in Dubai. I
love fabrics and so we
are strengthening our
core operations. I have
met with the textile
mill owners of Italy and
exclusively tied up with
them. Just like how
Scabal and Xenia have
distribution across
the world, we too will
offer distribution from
Dubai. The name is
yet to be decided and
the launch will take
place in August 2018.
Another brand to be
launched by SBJ in
August 2018 will be
Tailormade which is a
brand for the masses.”
DIVERSIFICATION
OF THE FAMILY
BUSINESS
RISHABH OSWAL
President, Monte Carlo
REBRANDING AND
UPGRADING TO
STAY RELEVANT
Rahil Gandhi is the
fourth generation
director of Vadilal
Dairy International
Limited. The
company, named
after his great
grandfather Vadilal
Gandhi, was started
with selling sodas
in 1907 and has
travelled through
four generations of
Gandhis. And now
with his own set of
experiences and an
understanding of
today’s consumer,
Rahil Gandhi is
working to make
the organisation
a lot leaner in
terms of lesser
workforce where
a majority of the
operations would
be automated.
“On the sales and
marketing level, I
think social media
is playing a big
part. We have just
started our social
media campaign,
print media, usage
of Instagram and
Facebook, customer
engagement and
lots of college
events to maintain
our brand visibility.
We are trying to
basically interact
with the youth of
the country. We
are also looking
to invest in a
big way towards
advertisements
and promotions,
etc. in order
to upgrade the
brand’s visibility.
Previously, the
company had been
conservative in
spending money in
marketing and for
on-site campaigns.
At the factory level,
there has been a lot
43
Rishabh Oswal,
president of
Monte Carlo, a
market leader
from the house
of Oswal Woolen
Mills Ltd., the
flagship company
of Nahar Group,
is the fourth
generation of
Oswal family
and grandson
of Jawahar Lal
Oswal. To his
credit, Rishabh
has taken the
Nahar Group of
Companies to
great heights.
The company
of revamping; there
has been expansion
and automation in
the factory as well,”
Rahil informs.
“We are also
trying to penetrate
the rural markets
as well. Our team
is working towards
changing the
entire branding
and upgrading the
identity of Vadilal
Dairy International.
We are also coming
up with newer
packaging, new
flavours in icecreams and other
innovations,” he
adds. Rahil believes
that hard work
and maintaining
the ethics which
his forefathers had
set down will work
wonders towards
charting a new
route for growth
over the coming
years.
franchiseindia.com
was started
by J L Oswal’s
father, Vidya
Sagar Oswal, in
1949. Owing to
his innovative
approach and
zeal, Rishabh
launched his own
sportswear brand
by the name of
‘Rock It’. Aged
just 25, Rishabh
is all set to make
‘Rock It’ a sought
after name in the
Indian athleisure
fashion market.
“For Monte
Carlo, I and my
team have a
different approach
of functioning
since we have
RAHIL GANDHI
Director, Vadilal
February 2018
minimised
the manual
work and have
become more
technologicallydriven. I have
received many
insights from
my father and
grandfather
about business
acumen, about
how to diversify
the business
and develop
the business
processes
for smoother
operations, etc.
and accordingly
look after the
functioning of the
brand,” Rishabh
says.
NEW APPROACH
NEXT GEN FRANCHISORS
INTEGRATING
MODERN
PRACTICES WITH
CONVENTIONAL
ONES
NIKITA POOJARI
Director, Shiv Sagar Restaurant
BRAND VISIBILITY
IS THE KEY
A finance and
management
graduate from
Wharton School
of Business at
the University of
Pennsylvania, Ishaan
Jain was working in
the private equity
sector before
joining Biotique.
When Ishaan Jain
joined Biotique,
there wasn’t much
requirement for a
drastic change but
there always was
scope for growth
and expansion
in the product
range, which
became critical for
him then. Under
his leadership,
Biotique opened
100 companyowned retail outlets
across the country.
Besides, the brand
also focused on
international
expansion. Ishaan
also paid due
attention towards
technological
advancements and
maintaining brand
visibility among
youth.
“Over the last
decade there
has been a
tremendous boom
in the beauty and
wellness industry,
accompanied with
a move towards
digitalization of
the economy with
a proliferation of
the social media
outreach and how
the millennials
interact with each
other. All this
has transformed
the new agendas
for the young
next generation
entrepreneurs.
44
Nikita Poojari
is the second
generation
director of Shiv
Sagar Restaurant
which came into
being in 1990
when Narayan
Poojari dreamt of
opening a chain
of restaurants
that would serve
healthy fast food.
Nikita pursued
Instrumentation
Engineering and
later chose to
immerse herself
completely into
setting up Fish
N Bait, a fine
In this era of
digitization, it
is crucial for
companies to lead
this change not
only on the online
front but also in the
traditional trade by
improving systems
and processes to
make them more
efficient,” Ishaan
says.
“Our aim is
to maintain a
sustainable and
strong foundation
to lead global
platforms and to
make Biotique the
first name that
comes to consumers’
mind when they
refer to Ayurvedic
products,” he adds.
The year when he
joined the business,
Biotique grew at
80% and has been
growing at a CAGR
of 35%.
franchiseindia.com
February 2018
dine restaurant
set in the heart
of Bandra Kurla
Complex. “We
have been into
Shiv Sagar for 15
years now and it’s
been six months
since I ventured
into Fish N Bait,
which is very
modern in terms
of the ambience
and interiors
unlike our Shiv
Sagar restaurants
which are very
conventional,”
Nikita says.
Her aim was
to serve both,
their old regular
customers
through their
traditional
restaurants as
ISHAAN JAIN
Director, Biotique
well as tap new
clientele or
the millennials
through the Fish
N Bait outlets. As
a teenager, one
of the first few
tasks that she
was given was to
assist her father
in maintaining
the payroll of his
restaurant staff
at Shiv Sagar.
She believes that
though the task
was small, it built
a strong work
ethic, the impact
of which has
stayed till date
and has continued
to serve her well
in managing the
new branch of
business.
COVER STORY
CKC JEWELLERS
L-R:
Chaitanya V Cotha,
C Vinod Hayagriv,
Shreyas V Cotha,
Directors,
C Krishniah Chetty
Jewellers – A CKC
Group Company
46
franchiseindia.com
February 2018
GIVING AN
EXTRA SHINE TO
INDIAN
JEWELLERY
Bangalore jewellery biggie, C Krishniah
Chetty Jewellers, is all set to expand through
franchising. Let’s explore what’s in store for the
investors and customers
By Payal Gulati
The group creates
products that
are not ‘massproduced’ and are
admired for years
47
franchiseindia.com
February 2018
COVER STORY
A
CKC JEWELLERS
ccording to a FICCI ATKearney study, the Indian
jewellery market is expected
to touch close to Rs 5,30,000
crore by 2018. The sector
plays a very important
role in Indian economy
and has been witnessing
assured growing with each
passing day. Among the
jewellery giants of the country contributing to this
growth curve is Bangalore-based jewellery maker, C
Krishniah Chetty Jewellers (CKC Jewellers), part of
the C Krishniah Chetty Group, which is all set to now
expand through franchising. With a history spanning
150 years, the company has been catering to the
royal families of south and central India.
The who’s who of India have either stepped into
the showrooms or been serviced at their abodes.
Iconic pieces made in the past are today collectible,
and worthy enough for auction. “The evolving Indian
consumer and changing lifestyle of people are the
growth drivers of the organised jewellery sector
that has seen an elevation over the years,” believes
C Vinod Hayagriv, Director, C Krishniah Chetty
Jewellers.
as to be equipped with resolving the same if any such need
arises in the near future.” The young team led by Chaitanya
V Cotha and Shreyas V Cotha, gemologist entrepreneurs lend
valuable support structure to the franchise programmes.
WAY FORWARD
The company plans to add about 6 franchise stores over the
next one year. It will place strong emphasis on selecting an
ideal location. “We do an analysis of what suits our brand.
We also have a well-established online presence. It offers
EUREKA MOMENT
The company’s ethos from the beginning has been
to satisfy the aspirations of the customers by giving
them the best service in all aspects. Hayagriv
claims that CKC was among the first companies in
the country to introduce hallmarked jewellery. He
recalls earlier days and says that the Eureka moment
came in 2009 when all members agreed to progress
forward, including taking the franchise route for
expansion. “The demand is led by the need for gold
and non-gold jewellery that caters to specific wear
occasions and is essentially similar to that of a
luxury product – hence we see franchising as
the way forward to expand our business in
an organised way,” he says.
The group currently has six stores
and is offering franchise opportunities
to interested well-heeled investors in
Karnataka. It has two franchise models
– one is for pure investors and the
other is for ‘owner manager’ investors.
“With the full support of the franchisor,
a franchisee is able to derive a good
market share in the market,” Hayagriv
believes. Talking about providing support
to franchises, he opines, “With the help of
our existing infrastructure we have mastered
a corporate model with specialist supervision of
operating procedures. We do have systems in place
that deal with company-owned and franchise outlets
with the same care and concern. As and when we get
to solve complex business problems at the franchisee
end we do incorporate it into our documentation so
LOYAL CLIENTS
ARE 60% WHILE NEW
ACQUISITIONS ARE
40%. OUR LOYALTY
PROGRAM IS DESIGNED
TO AUTOMATICALLY
REWARD CLIENTS.
48
franchiseindia.com
February 2018
FRANCHISE
FACTS
Investment per store
Expected
`10-50 crore
breakeven
1-3
years
Expected return on
investment
modern designs and is updated
by a separate team. Because of
the increase in demand for gems
and diamonds, mainly from the
middle-class segment, the growth
of business is quite assured. It is
vital for us to have all operating
procedures intact both from
documentation and implementation
perspective,” he adds. ll
15-18%
Fency silver offerings at CKC Jewellers
“WE HAVE 60% LOYAL
CUSTOMER BASE”
An interaction with C Vinod Hayagriv,
Director, C Krishniah Chetty Jewellers
What trends have you been
witnessing in the market
over the past few years?
There is a stronger focus on
diamond jewellery. Fashionconscious design, blending
attire with fine jewellery,
work-wear jewellery,
household artifacts are also in.
What kind of people
frequent your stores and
in which age group? Has
the customer profile been
changing in any way over
the years?
The company design base
helps cater to the young,
internationally travelled
49
consumer as well as a couple
getting married, not to forget
a mature man or woman
who wishes to accumulate
a jewellery wardrobe that is
everlasting. The age group
varies from 20 to 65 years.
Clients who choose us are
those who are not valueseekers but men and women
who believe in good ethics and
original design where value is
long-lasting.
How will you set yourself
apart from the competition?
Our robust supply chain
management, high ethical
standards (no smuggled gold
franchiseindia.com
February 2018
used, no conflict diamonds
used), in-house dedicated
design team, modern
technology utilisation,
structured management and
market-led pricing sets us
distinctly differentiated.
Could you provide details
of your customer loyalty
program? How much
do your loyal customers
contribute to sales?
Loyal clients are 60% while
new acquisitions are 40%.
Our loyalty program is
designed to automatically
reward clients with points,
birthday and anniversary
gifts, rewards, bonuses and
special privileges for higher
point earning clients. It’s a
signature, first of its kind in
the country.
FRANCORP
OMNICHANNEL
OPT FOR THE
the online medium,
which is increasingly
becoming a much
popular shopping
medium, but also
ensures effective
payment queue
management during a
busy discount season.
Also, in online retail,
fulfillment cost, i.e.
Given the current trend in retail marketing, a winning strategy should be adopt
cost associated with
all the channels in order to increase the basket size and revenues, suggests
packaging, shipping
and delivering product
Shipra Bansal, Senior Manager – Consulting & Strategy, Francorp
to customer, is very
high (15-25% of the
revenues) and is a major
reason why none of the
e-commerce players are
multiple mediums. In
Click-n-Collect – and
ver the past
able to achieve positive
the next five years,
implement them on a
few years, the
operating
organized retail in India
large scale
retail sector
margins;
is expected to grow at
to reap their
in India has
fulfillment cost
a CAGR of 32%. And
return on
undergone
OMNICHANNEL
will reduce if
online retail is expected
investment
a tremendous change
STRATEGY
you persuade
to grow at a whopping
benefits.
with the advent of
OFFERS A WINyour customers
rate of 63%, although it
Multi-brand
smartphone, increasing
WIN SITUATION
to buy online
has a low base.
outlets like
urbanisation and growFOR BOTH
but collect in
Lifestyle
ing per capita income.
RETAILERS AND
person from
This has prompted
A Holistic Approach have started
a store. The
offering
the traditionally unorIt is imperative for
FRANCHISEE
added bonus of
services
ganized Indian retail
retailers to not just be
PARTNERS
this approach
supporting
sector to move towards
present in one medium
is that the
their online
online and organized
but offer a holistic
basket size often
platform – ‘purchase
retail. The customer toexperience to their
day is more aware of his
customers. It is the right online and collect offline increases, as customers
purchase additional
at the stores’. This
or her needs, is brand
time for Indian retailers
items when collecting
concept not just helps
aware, and shops for the to adopt omnichannel
their order-in-store.
increase revenues from
preferred brand through strategies – such as
OMNICHANNEL
O
Adopt New
Technologies
Retailers have also
started to explore new
concepts as well, such
as ‘Endless Aisle’.
Adidas, Reebok and Max
have recently equipped
their stores with iPads
under the aegis of this
new technology so that
shoppers can browse
and order for items
that are not in stock at
the physical stores. In
conclusion, one may
say that omnichannel
strategy offers a winwin situation for both
retailers and the
franchise partners. ll
OMNICHANNEL
50
franchiseindia.com
February 2018
2
franchiseindia.com
19th Annual Issue 2017
3
franchiseindia.com
19th Annual Issue 2017
21
st
FEBRUARY 2018 l `150
15
ANCKUR
BARVALIYA
PLUS
Director,
tourient.com
F AS T
E M E R GI NG
TR EN DS I N
RETAIL
THE
POWER
NE XGEN’ S NEW
APPROACHE S TO
C O NVENTIONAL
FAM ILY
BU SI NE S SE S
TRIP
F RO 20 18
C H A N DI GAR H
S H O WS THE WA Y
F OR W AR D
T H E B E S P O K E T R AV E L
STA RT U P C H A N G I N G T H E
TO U R I S M I N D U ST RY
6
franchiseindia.com
19th Annual Issue 2017
DISCOVER
FRANCHISING
Our Clients:
7
franchiseindia.com
19th Annual Issue 2017
COVER STORY
TOURIENT
GOING
TOURISTY
WITH TOURIENT
Come vacations and there is always a surge in travel bookings. With
India’s tourism industry on a high, Zarafshan Shiraz finds out how the
old school has been brushed aside by the digitally active Tourient
W
ith wonderful
tourist spots,
diverse
topography,
varied cultures
and heritage
sites in the
country, India is
one of the most
lucrative options
for tourists. The tourism industry of the country has
undergone various changes over time. Responsible
for generating about 6.3% of the country’s GDP in
the year 2015 along with supporting 37.315 million
jobs, the industry stood for about 8.7% of the total
employment. Replete with growing options for all
sorts of travellers, it caters well to an upcoming
and new travel-loving generation of young and
adventurous travel enthusiasts. Further, the ease
of ‘visa on arrival’ is currently boosting the tourism
industry backed by an increase in boutique hotels
and resorts as well as an itch among travellers to
explore new destinations.
State tourism boards and foreign countries’
tourism departments promoting tourism is another
added advantage. Tapping well and strong into
this robust industry is Tourient that has come up
with innovative methods of online travel solutions
and customization of holiday packages as per a
56
customer’s requirements. A young and dynamic
company with tourism-oriented people to provide
the best travel services, Tourient is accredited by
IATA and Gujarat Tourism. It has also received
a ‘Certificate of Excellence’ from Rann Utsav,
Gujarat Tourism for outstanding performance and
continuous support.
ONE-STOP SHOP
Travelling at the mercy of fixed and readymade
travel packages sold by travel agents has now
become a thing of past. A different set of people in
India are emerging as travellers who are young,
dynamic, adventurous, and looking to explore the
world. Therefore, ditching the old and traditional
concepts, Tourient works online for creating
customized domestic and international holiday
packages, offering the most competitive rates.
“We promote our brand with the quote – ‘Experts
in Customised Holiday Packages’ which is our
core strength,” says Anckur Barvaliya, director
of Tourient Travel Services (P) Ltd. After noting
the requirements of the customers, the company’s
travel experts begin work by designing the most
suitable package and providing tailor-made tours.
The package includes flight bookings, hotel
bookings, cruise bookings, MICE (Meetings,
Incentives, Conferences and Events) as well as
travel insurance and visas.
franchiseindia.com
February 2018
Anckur Barvaliya,
Director,
Tourient Travel
Services (P) Ltd
57
franchiseindia.com
February 2018
COVER STORY
TOURIENT
CUSTOMER-ORIENTED APPROACH
A written quotation sent via email with details of
flights, hotels, inclusions, cabs, day-wise itinerary,
terms and conditions and payment modes are some
of the perks that customers enjoy when they opt
for Tourient’s services. Clubbed with that is the
prompt response to all customers’ queries pre and
post-bookings. To ensure a comfortable
trip, Tourient always selects star-rated
hotels based on Trip Advisor’s ratings.
“WE ALSO PROVIDE
Further, for domestic trips they
INTERNATIONAL MOBILE SIM
deal with trusted and reputed car
vendors from all over India that
CARD COMPLIMENTARY TO
provide reliable service. To avoid
OUR PREMIUM CUSTOMERS
last minute hassles, the entire
booking is reconfirmed prior to
TRAVELLING TO AN INTERNATIONAL
the customer’s departure date so
DESTINATION SO THAT THE
as to ensure smooth execution
of travel. Elderly customers are
CUSTOMER CAN ALWAYS REMAIN
taken extra care of and provided
necessary assistance since Tourient
CONNECTED TO US AND THEIR
puts in a word for their special care
FAMILY DURING THE TRIP”
to the vendors.
“We always ensure guaranteed delivery
of the service we committed at the time of
booking,” assures Barvaliya. “And hence we are
able to maintain 95% customer satisfaction ratio with
positive reviews on Google, Facebook and Sulekha,”
he adds. An active helpline number is always
available for any help that the customers might need
during the trip along with a dedicated Whatsapp
contact number through which they provide customer
support. In case of international trips, local contact
details are always provided. “We also provide
international mobile SIM card complimentary to our
premium customers travelling to an international
destination so that the customer can always remain
connected to us and their family during the trip,”
informs Barvaliya.
THE FRANCHISE ROUTE
Now, to be able to reach out to new travellers,
Barvaliya feels the need to target them locally with a
retail branch office, thus utilising their brand value
on a larger scale. However, since maintaining such
branch offices would be a difficult task, he wants
to adopt the franchising route. “The company can
grow faster with minimum in-house officials and
expenditure,” he opines. The company has therefore
started selecting franchisees that are educated and
have some knowledge of the travel industry along
with an understanding of the existing customer
reach strategy as well as social reputation, customerfriendly approach, the required financial resources,
geographical area, capacity to convince customers
to avail services from Tourient and willingness to do
business in the travel industry.
“We are actively seeking partnership of
enterprising individuals who are passionate about the
travel industry. The franchisee appointment will be
58
franchiseindia.com
selectively granted to prospects that demonstrate
not only adequate business acumen but also an
impressive business track record, exceptional
leadership traits, proven management capabilities
and an ability to adapt to a constantly changing
and evolving travel industry” Barvaliya states.
Owners of licensed travel agencies are bound
to be given preference owing to their relevant
February 2018
“CUSTOMERS
SHOULD NEVER
BE MISGUIDED”
An interaction with Anckur
Barvaliya, director of Tourient
Travel Services (P) Ltd
What sets you apart from your competitors?
Tourient comes from the word tourism plus
oriented. Our tagline is ‘tourism best treated’. We
provide higher level of services at competitive rates.
The genuine customer reviews on the social media
is testimony to the fact that we deliver what we
commit without any compromise on the quality of
our services. Apart from India, we have customers
from the US, UK, UAE and Australia.
What is the expanse of your connection?
We opened our first branch office in Surat in our
second year of operations.
What challenges have you faced so far and
what were the lessons learnt?
It has always been challenging to provide
services and acquire customers as a brand in this
competitive market. Proper marketing through
different channels requires huge finance.
What suggestions do you have for people
entering this market?
Good communication skills, the ability to work
hard and an enduring passion for travel are the key
factors. Customers should never be misguided in
order to build long-term relationships.
FRANCHISE
FACTS
experience in the travel industry.
However, non-travel professionals displaying
an interest in associating with Tourient and
willingness to acquire a travel license or invest
in an existing registered travel agency are
also encouraged to seek partnership with the
company. Says Barvaliya: “Applicants must also
demonstrate sound financial resources to drive
the business growth without any disruption.”
To stand true to their mettle, the franchisees
are trained by Tourient through an orientation
programme, receive the required software to
undertake bookings and are trained in various
procedures and government rules. ll
Investment:
`10-15 lakhs
Area:
300 – 500 sq. feet
Expected breakeven:
8-10 months
59
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February 2018
EVENT
CURTAIN RAISER (FRO 2018 AHMEDABAD)
A GATEWAY OF GROWTH FOR
ENTREPRENEURS
T
he 102nd National
Franchise & Retail
Show - FRO 2018
Ahmedabad – will
kick start on 11th
Feb at Gujarat University
Convention and Exhibition
Centre. The two-day event
will see highly evolved prospects & qualified investors
and entrepreneurs from
across India and neighbouring countries. The event will
share new ideas, trends and
business opportunities to
enrich the business community across retail and
consumer sectors including
health, beauty & wellness,
food & beverages, retail,
education, distribution &
real estate businesses.
There will be brainstorm-
ing sessions at Start-up
Summit 2018 which is
designed to include three
headlines Business Summits
themed as Money summit,
Opportunity summit and
Growth summit. This two
day event will be packed
with perspective building insight, training, coaching and
mentoring for businesses
during their critical start-up
years and getting ready to
take up growth challenge.
The forum will focus on inspiring and educating young
startups and entrepreneurs.
The franchise leaders
agree that this kind of platforms would surely help to
push the franchise industry
to achieve the next level of
growth.
Attendees share positive
sentiments about the
industry growth
Unveiling FRO 2018 Ahmedabad
Networking
opportunity
102nd edition of
FRO
Showcase your brand to
3000+ business seekers
Get advice of 50+ industry
leaders on starting, managing
and growing your business
Get connected with
completely committed
audience with 80% visitors
having preregistered their
interests
Powerful networking
opportunities
Fresh ideas and new
opportunities for 2018
BRAND CONNECT
VIBRANT GUJARAT
to accelerate the overall
development of the brain.
We focus on stimulating
the four lobes of the
brain, which results in
the development of the
overall capabilities of the
child in every field be it
academic, sports, social
or any other area.
Tushar Kansagra,
MD, Brain Child Learning
DEVELOPING
CHILDREN THE
‘BRAINY’ WAY
In an exclusive with Zarafshan Shiraz, Tushar
Kansagra, Managing Director, Brain Child Learning,
talks about the company’s educational programs
that accelerate the overall development of the brain
How do you position
yourself as an innovator
in ‘human development’?
Brain Child Learning is a
Malaysia-based company
with a presence in 13
countries. Our ‘Brainy
Sensory Enhancement’ is
a unique program which
helps children with
overall development.
We have been active in
innovating new programs
that focus on brain and
its abilities. We work
on two principles: teach
things the way brain
learns and make the
brain better so that
everything else becomes
easy. Our programs are
well-researched and have
their base in scientific
study. Each program
offers the parents and
students an opportunity
the brain waves
and reaching the
subconscious level, our
students are able to
bend spoons with their
mind power, grasp a
whole book mentally
within minutes, are
able to memorize 50
words in five minutes
and recall them later in
any order or randomly
What unique programs
without having to
do you offer and in what
refer to them again.
price range?
We use the method
The Brainy Sensory
of digitized music to
Enhancement Program
activate certain areas
aims to make the
of the brain and have
children’s learning
specific exercises
stronger so that they
for enhancement of
work less and learn
the four lobes of the
more, learn to control the
brain and overall
state of the mind, create
development of the
balance between the
inner and outer senses.
right and left brain with
This program also
focus on increasing the
involves the use of
emotional quotient, and
neurobic
develop the
exercises
right brain’s
that help
abilities. It
THE POTENTIAL OF
also helps
THE HUMAN BRAIN IS keep the
brain
teach morals
MUCH LARGER THAN
healthy and
to improve
WE CAN IMAGINE. WE agile and
behaviour
TEACH OUR CHILDREN generate
to make
new neural
life more
HOW TO USE IT. WE
pathways.
joyful and
ARE TARGETING
meaningful.
TO GROW TO 100
The overall
In your
CENTRES PAN INDIA
development
plans of
BY THIS YEAR END.
of kids
scaling up,
through this
what kind of
program is
franchisees
based on the concepts of
are you looking at?
parapsychology. For eight
We are looking for
levels, our price range is
business partners who
Rs 5,900 to Rs 7,500 per
have the will to earn.
level as per the city.
They need to have
around 700-900 sq.
feet of space and total
What is your signature
investment capability of
education concept?
around Rs 12-15 lakhs
Our programs are
which would include
delivered by bypassing
the technical know-how
the sense of sight and
fees and the interiors of
developing the other
the centre. ll
senses. By controlling
FRANCHISE FACTS
TOTAL INSTITUTES
26 centres in India and
present in 13 countries
INVESTMENT
EXPECTED ROI
`12 -15 lakhs
250% over 3 years
62
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February 2018
AREA
EXPECTED BREAKEVEN
800 sq. ft.
carpet area
6 months or 50
active students
BRAND CONNECT
VIBRANT GUJARAT- TGB BAKERS
BAKING A PERFECT
service have you
come up with and
under what pricing?
BUSINESS FORMULA
One of our innovative product
and service is our ‘Drool
of the Month’ campaign,
wherein we provide our
customers with a new flavour
of cake every single month.
This is also the cheapest cake
on our display priced at Rs
299 for half a kg.
With cafes and bakeries mushrooming in every nook and corner of the
country, Zarafshan Shiraz finds out from Manish Somani, Director, TGB
Bakers and Confectionary (P) Ltd., what is their retaining mantra
people of Ahmedabad given
that it has a vegetariandominated community. One
of the other things that
have helped us achieve
a strong reputation in
Ahmedabad is the availability
and affordability of our
products. We currently have
around 30 outlets spread
across the city, making our
products easily accessible.
Additionally, consistency
in our product quality has
always been a key reason for
our success in this city.
With a plethora of cafes and
bakeries out there in the
market, how do you retain
your customers?
What makes you one of the top 10
bakeries in Ahmedabad?
Offering more than 250 products ranging
from breads to cookies to cakes that
are 100% eggless makes us stand out
amongst our competitors and this allows
us to build a strong affiliation with the
Ahmedabad has seen a good
number of cafes and bakeries
emerge in the last couple of
years which is a positive sign
that our industry is growing.
When it comes to retaining
our customers, we constantly
introduce new products to
provide something fresh,
original and exciting to our
customers. We launch new
products on every festival or
occasion. We also run a lot of
consumer schemes that allow
us to pull our customers
back to the store and keep
them happy.
What innovative product or
Why do you think
franchising is integral
to business growth and
what do you look for in a
franchisee?
Our key aim of franchising
is not fund-raising but
connecting with individuals
who are enthusiastic and
motivated to run our cafe
and bakery outlets like their
own business. Training
franchisees under our
franchise model allows
the company to take
care of product quality,
product innovation and all
the backend work that is
required. This combination
has given us best results
in the past and we will
continue to grow using
this formula.
How are you intending
to pulse your growth in
the future?
We intend to grow in the
near future by connecting
with more motivated
individuals who want to
start their own business
at a low investment of Rs
12 lakhs only. Moreover,
we are increasing our
range of product offerings
that will help us pull more
customers, thus leading
to further growth like our
recent venture into the
gifting sector. ll
FRANCHISE FACTS
TOTAL OUTLETS
INVESTMENT
EXPECTED ROI
AREA
EXPECTED BREAKEVEN
45+
Starting at Rs 12 lakhs
35-40%
Minimum 300 sq. ft.
2 years
63
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February 2018
BRAND CONNECT
VIBRANT GUJARAT- SHANTI JUNIORS
GIVING INTERNATIONAL
CURRICULUM THE INDIAN TOUCH
Amalgamation of cultures during early childhood education stage is
at the forefront of Shanti Juniors. Zarafshan Shiraz finds out the
nucleus of their programs and curriculum from Dharmesh Kapasi,
President, Shanti Educational Initiatives Limited (SEIL)
are designed in a unique way
called ‘Eagle to Ant Approach’
which helps us maintain quality of
education across our franchisees.
Our curriculum is based on five
different international approaches
to early childhood education. I3
(Cube) Learning Ladder helps our
teachers to keenly observe the
growth of a child and ensure that
he or she develops well during the
early period. Our main focus is on
five types of development in a child
– cognitive, gross motor, fine motor,
socio-emotional and creative.
How do you blend international
approaches with Indian culture?
The international approaches of
Maria Montessori, Bank Street,
Reggio Emilia, Woldrof and High
Scope have been adapted by Shanti
Juniors to form a curriculum that
will suit the Indian needs. Indian
parents not only expect their
children to count from 1-10 or
memorize days in a week with ease
but also wish that their children
have some connect with rich Indian
culture. Our curriculum is developed
in such a way that the child’s social
emotional skills get developed not
only in the Indian context but also
according to the various subcultures
that the child belongs to.
Dharmesh Kapasi
President, SEIL
What do you look for in a franchisee?
What makes your play
school stand apart from
your competitors?
Innovating and constantly
striving to pass on the
international ECE practices at
local preschool levels in India
through our unique teaching
methodology termed ‘I3 (cube)
Learning Ladder’ is our USP.
We are pioneers in introducing
mobile app-based learning
with ‘Juniors App Learn’ for
toddlers. Our commitment
towards nurturing healthy
and responsible citizens of our
country for the future makes us
stand apart from our competitors.
Could you discuss in brief your
early education programs?
We look forward to have passionate
people on board as our business
partners who have the willingness,
zeal, and capital to contribute
towards nation-building. For all the
remaining technicalities, we have
a very efficient support team that
provides academic training and also
helps procure admissions.
How do you intend to scale up?
Shanti Juniors programs focus
on holistic development of
children between the age
group of 2-6 years where
the international standard of
teaching gets adapted well with
the Indian needs. The programs
We have steadfast expansion plans,
aiming to triple the current number
of centres by the end of 2019. Right
now we have a presence in 14
states and 65+ cities of India and
we intend to expand to 21 states
and 95 cities by 2019. ll
FRANCHISE FACTS
TOTAL INSTITUTES
INVESTMENT
EXPECTED ROI
AREA
EXPECTED BREAK-EVEN
330+ centres (franchisees)
Rs 8–10 lakhs
1.5 years
1,500-2,000 sq. ft.
1 year
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February 2018
BRAND CONNECT
RANGOLI SCHOOL
PREPARING EDUPRENEURS
FOR FUTURE INDIA
In today’s time and age, quality education has
become quite unaffordable for most people,
especially early education. Given this scenario,
Anamika Anjarai, Managing Director, Rangoli
School, explains how they are providing holistic
learning at a very reasonable price
How important is early
learning for children?
Early learning holds
special relevance in
education. It has been
proven that a child’s
mind stimulates and
perceives new ideas fast.
What activities are
crucial in early learning?
There are several
activities from
storytelling to rhyme
singing. Also, we
organise morally inclined
sessions to inculcate
values like sharing,
helping, waiting for your
turn, etc. and all these
help in language and
cognitive development.
How does the curriculum
vary for children of
different age groups?
The courses are
intensively designed to
give the best output.
For our toddler care
program, we focus on
object identification,
social development and
work independence
divided into a monthly
project pattern. For
the nursery program,
our prime focus is to
prepare the child for
pre-writing readiness
with mathematical
skills like counting,
serialization and
reasoning development
through activity-based
learning pattern.
Group discussions and
individual performances
are encouraged too.
All these activities
are planned in such
a manner that a child
is driven by curiosity
to learn music,
participate in drama,
enjoy outdoor visits,
and so on.
What kind of
franchising partner
are you looking for?
FRANCHISE
FACTS
Total outlets:
70+ centres
across Gujarat
and Maharashtra
Investment:
Rs 7-12 lakhs
Expected return on
We are looking
investment:
for passionate
entrepreneurs who
40-100%
are committed and
Expected breakeven:
willing to promote
Six months.
quality education and
help in shaping the
future of the nation.
We expect them to be
offers a better business
passionate enough to run proposition to aspiring
a business with a longedupreneurs. It includes
term plan independently. research-based, inhouse developed course
curriculum support,
What kind of support
giving importance to
and training will you
every individual centre
offer them?
with focused approach on
We follow the CQSH
quality and onsite audit
(content, quality, system
and training support at
and human touch)
regular intervals. We
support matrix in our
also provide support in
franchisee model which
65
franchiseindia.com
February 2018
terms of infrastructure
development, initial
marketing and human
resource recruitment.
Our on-going support
includes education
content, administration
support, quality
maintenance, and
marketing and
periodic training.
What are your
expansion plans?
Currently we are
focusing on the western
part of the country, which
includes Rajasthan,
Madhya Pradesh and
Maharashtra. ll
BRAND CONNECT
FREAK SHAKES BRO
FREAK, SHAKE,
ROCK AND ROLL
In an exclusive interview with Zarafshan Shiraz,
Sandeep Chowdary, CEO and co-founder of Freak
Shakes Bro, shares details about bringing to India
the Australian concept of freak shakes and more
Starting as late as 2016 in icecreams and shakes, is there
anything new that you are
bringing to the table?
We at Freak Shake Bro specialize
in making fresh hand-crafted
ice-cream rolls in-house without
adding any stabilisers and
emulsifiers. Our menu of handcrafted ice-cream rolls varies
from fresh fruits to cakes with
freshest of ingredients available
in the market. Our ‘freak shakes’
are a new twist on milkshakes,
which are deliciously messy and
topped with ice-cream along
with an addition of cake, fruits
and sauce. They are a monstrous
mash up of drinks and desserts.
We also serve the classic
milkshakes and thick shakes.
What is the concept behind
your freak shakes and how
are they different from your
other shakes?
A few years ago while doing my
MBA in Australia I came across
a small cafe serving freak shakes
which were completely different
to our regular shakes. They
caught my attention and coming
from a business
background of the
dairy industry,
Sandeep Chowdary
CEO and co-founder of Freak Shakes Bro
I thought of
bringing the
concept to
India where
there seemed plenty scope
manage your locations. The
for expansion. We provide
most qualified and the hardest
customers with the best quality
working people generally prefer
and quantity at competitive
to invest in running business in
prices. Our freak shakes are
returns for profits rather than
insanely huge in quantity and
taking a salary as an employee.
topped with ice-cream, waffles,
fruits, cakes or other desserts
On what criteria do you choose
and that is what makes them
your franchisees and what
different from other shakes.
support do you offer them?
We are looking for young
entrepreneurs who are
What is the price range of
enthusiastic to start their own
your products?
business. We want them to
Our ice-cream rolls range
be active partners in business
between Rs 129-189 while our
and not just invest as silent
milk shakes range from Rs 109partners. We offer full support
159. Our thick shakes are from
to our franchisees in finding the
Rs 139-189 while freak shakes
right location and provide them
cost between Rs 169-219.
with operational, marketing
and training assistance. We
Why do you think expanding
are offering our partners an
through franchising is viable?
amount of Rs 50,000 for one
Franchising is a great way
time marketing cost as support
to penetrate deeper markets
from our side. ll
and finding talented people to
FRANCHISE FACTS
TOTAL NUMBER OF STORES
INVESTMENT
EXPECTED ROI
AREA
EXPECTED BREAKEVEN
6
13-18 lakhs
18-22 months
250-600 sq. feet
3-6 months
66
franchiseindia.com
February 2018
BRAND CONNECT
ANANYA LEARNING CENTRE
“WOMEN OFTEN
UNDERESTIMATE THEIR OWN POTENTIAL”
Ananya Learning Centre’s USP is to identify and evaluate those infants and toddlers who have developmental delays
and special needs and provide them therapeutic interventions to improve their development. Madhavi Adimulam,
Founder, Ananya Learning Centre, shares her winning philosophy and lessons for other women entrepreneurs
By Payal Gulati
“HANDHOLDING
IS MANDATORY
IN A FRANCHISE
SETUP. WE
CONDUCT
PERIODIC
REVIEWS FOR
ENHANCEMENT
ALONG WITH
OFFERING
MARKETING
SUPPORT,
PARENT
EDUCATION
MATERIAL
AND
WORKSHOPS.”
Madhavi Adimulam,
Founder, Ananya
Learning Centre
68
franchiseindia.com
February 2018
W
omen
entrepreneurs are
leading a
revolution
in the world of work and
have proved themselves
beyond doubt in all
spheres of life. One such
entrepreneur is Madhavi Adimulam, Founder, Ananya Learning
Centre, who reinvented
the concept of education
against all odds. She is
a role model to many.
The Beginning
Talking about her
journey, she says, “I
started Ananya out of my
personal need to help my
son Varun, a special child
and the torchbearer of
this organisation. When
we moved back to India
from the UK we could
not find any learning
centres or schools in
Hyderabad to help
him with his additional
learning needs. That’s
when I decided to start a
centre where my son and
kids like him can get the
help they need.”
The Education
Philosophy
Madhavi believes
education is one of the
most important tools a
person can have in life.
Every child deserves
to receive the best
education possible,
regardless of special
needs. Being placed
in the least restrictive
environment, gaining
necessary life skills and
learning how to relate
and communicate with
people from different
walks of life is imperative
to the academic growth
and success of any
student. “I have taught
children with diverse
learning needs for over
15 years. I strongly
believe that given
the right kind of help
children can discover
their individual gifts and
talents to reach their full
potential,” she says.
Work-Life Balance
For any and every
women entrepreneur,
work-life balance is
utmost important. Let’s
learn from Madhavi how
she achieves it. “First
69
thing that I have learnt
is that I can be a lot
happier by letting go of
perfection. I do not strive
for perfection; I strive for
excellence. Secondly, this
balance can be achieved
by unplugging – by
switching off the phone
and enjoying the moment
or by not reacting to
the updates from work.
I have thus developed
a stronger habit of
resilience,” she shares.
Tips for Aspiring Women
Entrepreneurs
Do not be afraid of
failure: Move outside of
said, “The size of your
dreams must always
exceed your current
capacity to achieve
them. If your dreams do
not scare you, they are
not big enough.”
Be confident: Believe
you can do it and you
are on your way. It is
important to maintain
confidence and believe
that the rocky journey
is worth it, because
the world needs your
impact.
The Big Vision
The company’s vision is
your comfort zone. Often, to deliver measurable
women are more affected outcomes for children
by failure and let it affect
with developmental
their confidence. Don’t
delays and diverse
let that happen. Failure
learning needs through
is an inevitable part of
integration of specialist
success, from which
therapies, parent
we learn.
support and
Remember
training.
the great
To achieve
THE
advice of
the desired
COMPANY’S VISION
American
growth, it is
IS TO DELIVER
actor, singer
looking for
MEASURABLE
and writer,
franchise
George
partners
OUTCOMES FOR
Burns, “I
who are
CHILDREN WITH
honestly
hardworking,
DEVELOPMENTAL
think it is
coachable
DELAYS AND
better to be
and have
DIVERSE LEARNING
a failure at
strong
NEEDS
something
people skills.
you love
And the
than to be a
company
success at something
provides all the required
you hate.”
support to make them
grow. “Handholding
is mandatory in a
Have big plans: Women
often underestimate their franchise setup. At
Ananya, we train the
own potential and fail
staff and share all IP
to dream big enough. It
material and conduct
is important to tap into
periodic reviews for
the inner reason behind
enhancement along
your business and really
with offering marketing
think about the legacy
you want to leave behind. support, parent
education material
I always think about
and workshops,”
Ellen Johnson Sirleaf,
she adds. ll
President of Liberia, who
franchiseindia.com
February 2018
BRAND CONNECT
TT GROUP
A FRANCHISE OPPORTUNITY
FOR SELF-EMPLOYED, SALARIED & RETIRED PROFESSIONALS
In a chat with Aysha Anam, Managing
Director, TT Limited, Sanjay K Jain,
shares the idea of TT Bazaar
What is the rationale
behind the trademark
name TT Limited?
TT is our brand name that has
been in operation for more
than 50 years and has become
a household name. We are
using TT for our innerwear
range while for our garments
range we are using our new
brand ‘HiFlyer’. Our franchisee
EBOs have been named as
TT Bazaar as an extension of
our core brand and also to
illustrate that all casual and
inner wardrobe needs will be
met here.
good location with a capital
investment of about Rs 3-10
lakhs depending on the size of
the TT Bazaar franchise he or
she intends to set up.
What kind of support and
training will you offer them?
We provide support in various
areas, such as:
Pre-opening - All store
opening activity, like site
selection, fabrication, store
designing and pre-opening
marketing
Sales planning - Guide and
mentor franchise to achieve the
sales targets
Stock
What is so special
What is TT Bazar?
management
about knitted
TT Bazar is our
- Maintain the
garments produced
initiative to keep
required stock at
by TT Limited?
pace with the new
distributor level
We have essentially
generation tastes
Marketing been a knitter for
and preferences
Plan ATL and
more than five
in clothing and
BTL marketing
decades and our
fashion wear
activities to
core expertise comes
and provide
them an ultraincrease the sales
from our functioning
modern shopping
Fashion Trends
right from the fiber
experience both,
- Innovate and
stage and working
online and offline.
upgrade products
upwards to the
It is one stop shop
as per the latest
garment stage.
for world-class
trends and as per
quality lingerie,
market trends
What is the criterion
casual wear,
Pricing - Provide
for choosing the
lounge wear and
various sales
right franchise
formal wear with
five decades of
promotion
partner?
experience in
schemes and
It is important that
yarn, fabric and
discounts to
our partner aligns
garment trade.
increase store
and understands our
sales
business model well.
Retail is a business of patience
and there is a time curve
What are your
which we all need to travel.
expansion plans?
Hence, the franchisee should
We plan to have 250 TT Bazaar
be mentally prepared for
outlets by 2019. Currently we
dedicating at least a year for
have about 50 and many more
the business to stabilize. There
are in the pipeline. ll
should be at least one member
of the family who can put in
For any franchising related queries,
full hours in the business.
kindly drop an email at Newdelhi@
Plus, the shop should be in a
ttlimited.co.in
Sanjay K Jain
Managing Director,TT Ltd.
70
franchiseindia.com
February 2018
TEAM
SPORTS
FITNESS
FOOTWEAR
APPARELS
PROTEIN
SUPPLEMENTS
Open Sports Store
Premium
Store
500 sq. ft.-1000 sq. ft.
Mini Store
300 sq. ft. (Approx)
Space Required
Current stores :
Space Required
Investment Required
20
lacs to 30 lacs
Investment Required
10
lacs (Approx)
Assured ROI
Annual Franchisee Fees
2.75 Lacs + GST
9% for the first year
Annual Franchisee Fees
2.75 Lacs + GST
9% for the first year
Assured ROI
Bhopal ( Madhya Pradesh) I Ludhiana ( Punjab) I New Delhi I Vishakahapatnam (Andhra Pradesh) I Morbi ( Gujrat)
Dimapur (Nagaland) I Surat ( Gujrat) I Shortly Opening in Ahmedabad, Chennai.
Head Office
SF-20, 2nd Floor, City Emporium Mall,
Industrial Area Phase-1, Chandigarh, UT - 160002
Surbhi Gadhok, General Manager
surbhi@playmart.in, +91 9818978690
Land line no. 011 – 40109039 • www.playmart.in
BRAND CONNECT
STELLAR
STELLAR: CELEBRATING
CLASS SINCE TWO DECADES
Explaining how their home decor is ‘feast to the eyes
and peace to the soul’, Reeshab Agarwal, Managing
Director, Stellar Furnishings, says it is all about making
their customers’ get a better lifestyle By Aysha Anam
What is Stellar all about? How
has the journey been so far?
Stellar is a one-stop showroom
for all types of furniture and
furnishings. In furnishings we
have curtains, sheers, upholstery,
pure leather, leatherette, blinds,
curtain rods and power tracks,
flooring woods, carpets and
rugs, mattresses, wallpaper, tie
bands, and beds and baths, while
in furniture we have customized
loose furniture, sofas, dining
tables, consoles, chairs, office
furniture, centre tables, etc. It
has been a great journey so far.
We have evolved from a 200 sq.
feet store to a 14,000 sq. feet
showroom now. We are the first
home decor brand from Kolkata
to go pan-India.
What is the current market
growth, trends and consumer
behaviour in the Indian furniture
and furnishing market?
The trends in the furniture
industry are scaling rapidly.
People are taking help of interior
designers to redefine home
decor by adding innovative new
accessories.
What innovations have you
introduced in the world of
furniture and furnishing?
We have a great collection of
curtains and
fabrics. We have
collaborated with
international
designers and
architects for
a number of
projects in the
past, setting new
benchmarks and creating trends
in the market.
How do you manage to bring
comfort and style into your
products?
Stellar is like a family to its
clients. We take backbreaking
efforts to add a pinch of
perfection in our products. We
design every piece of furniture
in a manner that it adds peace
in the lifestyle of our client.
Above all, our research and
development team is quite
active in making these products
aesthetically pleasing, luxurious
and practical.
What is your minimum and
maximum price point and
average bill size?
Our price may vary from Rs
50,000 to Rs 50 lakhs, which
entirely depends on a consumer’s
budget. We refrain from following
any discount model because our
prices are very feasible, at least
lesser than our competitors.
What kind of franchising partner
are you looking for?
We are looking for an FOFO
model franchisee partner who is
always ready to achieve new bars
or standards.
What kind of support and
training will you offer them?
We would extend our support in
these areas:
• Strategies and training.
• Marketing: An experienced
executive will be in the showroom
for the first two months.
• Vastu: Location and other
details like prime AIDs will be
internally decided and marketing
strategies will be made for them.
What are your expansion plans?
We are planning to open more
than 20 stores in the next two
years, which would not only be
in India but also in Singapore,
Dubai and Bangladesh. ll
FRANCHISE FACTS
TOTAL OUTLETS
INVESTMENT
EXPECTED ROI
EXPECTED BREAKEVEN
8
Rs 55-60 lakhs
30–32%
1 year
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February 2018
IN-CONVERSSATION
OYO ROOMS
“95% of our business is based
on the franchise model”
In conversation with Maninder Gulati, Chief Strategy Officer, OYO, who shares his
views on franchising and how has it boosted the business
By Aysha Anam
What is the business
strategy that has made this
brand so popular?
The OYO business is not confined
to OYO Rooms; there are other
ventures like OYO Town House
and OYO Homes. The organisation has franchised 3,000 plus
and adding up to 400 each day.
Our primary goal is to build our
brand in the hospitality sector.
Based on customer feedback,
OYO has been consistently auditing all its hotels every week. In
short, we drive, standardize and
distribute these hotels.
After the China players, we are
the first ones to bring more than
95% of the business via our own
platform, which is an app, web
and the offline network. Currently, 95% of our business is based
on the franchise model. We have
‘manchised’ about 500 properties
where we actually provide our
own hotel manager. It’s a franchise plus-plus where the hotels
are not just getting our esteem
brand but operating standards, a
channelized revenue model, and
a team that actively participates
in the distribution.
What is the criterion to
become a franchise partner
with OYO?
In order to enter into the OYO
family, a hotel has to meet certain basic criteria falling under
the realm of infrastructure, legal
aspects, staff, and services. First,
the hotel should at least be a
four-storey building with 12-15
rooms. Secondly, the property
should not be tainted in any
disputed legal record. Third, the
room services and staff should
complement OYO standards.
“
WE TAKE 20-25% OF THE TOTAL
BUSINESS WE HAVE GENERATED
FOR A HOTEL. WE SPEND USD 300400 ON RENOVATING A ROOM.
What kind of support and
training do you offer them?
We go out of our way to support
our partners in revenue management. The entire online team
comes forward to work with
partners like Booking.com and
PayTM in order to generate as
much business as we can. The
model runs on a combination of
a lot of data sciences, pricing
algorithms and a distribution
strategy platform which expedites the whole process of the
business. Furthermore, we are
the first ones in India to introduce the franchise model which
allows us to deploy our staff in
the hotel. We also run an OYO
skill institute to train our staff.
What is the minimum investment you expect from a hotel?
We take 20-25% of the total
business we have generated for
a hotel. Instead of breaking the
money into bits and pieces, we
take a lump sum amount and we
spend USD 300-400 on renovating a room. ll
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February 2018
PRODUCT LAUNCH
Product
Launch
ONE8
Indian cricket skipper Virat
Kohli has launched his
athleisure brand One8 in
collaboration with German
sports lifestyle brand
Puma. While the One8
line currently comprises
athleisure apparel,
performance apparel,
footwear and accessories
will be introduced in the
upcoming season.
Drawing a correlation
with the entertainment
properties, retailers are
bringing top properties
transformed to merchandise
MRINALINI CHANDRA X
CANDY CRUSH
Mrinalini Chandra, a top
jewellery designer in Asia,
has joined hands with King
Digital Entertainment for its
popular phone game Candy
Crush.
VANS X PEANUTS
Vans have brought forth
the third installment of
Vans x Peanuts designs,
highlighting characters from
Charles M. Schulz’s beloved
‘Peanuts’ gang. The Vans x
Peanuts collection features
six core designs across a
variety of silhouettes within
the Vans Classics, Surf and
Apparel collections.
Licensee: Mrinalini Chandra
Price: Rs 1,500 to 6,500 onwards
Available at: www.mrinalinichandra.com
Licensee: Puma
Price: Rs 1,499 to 3,999
Available at: Myntra and Puma stores
Licensee: Vans
Price: Rs 3,999 onwards
Available at: Multi-brand
outlets and online partners
RCB ATHLEISURE
Royal Challengers
Bangalore (RCB) has
revealed its all new bold,
sporty and stylish athleisure
apparel range in partnership
with Status Quo, India’s
leading brand in knitwear.
PHENOM
Actor, singer and producer
Selena Gomez has launched
the lightweight Phenom
sneaker with Puma.
Licensee: Status Quo
Price: Rs 800 to 1,000
Available at: All major retail stores
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February 2018
Licensee: Puma
Price: Rs 5,900
Available at: Puma stores
FRANCHISE FACE
PEPPERFRY
CREATING BEAUTIFUL HOMES
Online furniture and home products’ marketplace, Pepperfry, with its experience
centres is fulfilling the design requirements of customers across India
P
epperfry has built a leadership
position in the online home and
furniture segment on three main
propositions of great value,
largest variety and best-in-class
customer service levels. Pepperfry.com
was founded by Ambareesh Murty and
Ashish Shah in July 2011 and the site was
launched for the public in January 2012.
With its scale and strengths in sourcing
products from different parts of the country, it has built a differentiated product
catalogue of over 1,20,000 products
across categories like furniture, decor,
lamps, bed and bath, furnishings, kitchen,
dining, housekeeping, and hardware
and electricals.
COMMISSION-BASED MODEL
Pepperfry is betting big on its concept
stores called Studio Pepperfry. Today,
25% of the sales on the online platform
relate to customers who have experienced
the services extended through this platform. Now, in a first-of-its kind concept,
Pepperfry is spreading the studio proposition to first-time and experienced entrepreneurs, presenting them with an opportunity to establish a truly differentiated
and highly profitable franchise business.
Pepperfry’s franchise model is unlike
any franchise business in the country and
does not require a partner to hold product
inventory while it is based on 100% price
parity. It is offering a lucrative commission structure wherein the franchise owners can benefit by earning commission
on each online transaction made at the
home studio. Pepperfry will manage the
customer experience end-to-end, starting from pre-sales to post-sales, thereby
providing a seamless shopping experience
to customers.
“We plan to have 48 studios across
the country by March 2018. This will be
a combination of Pepperfry-owned and
operated studios as well as franchisee
studios,” says Ashish Shah, co-founder
and COO, Pepperfry. The brand’s vision is
to help 20 million customers create beautiful homes by 2020. ll
“We plan to have 48
studios across the
country by March 2018.
This will be a combination
of Pepperfry-owned and
operated studios as well
as franchisee studios.”
ASHISH SHAH,
Co-founder and COO, Pepperfry
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February 2018
PEOPLE WATCH
FRANCHISE PROFESSIONAL- FERNS N PETALS
BREAKING THE NORMS
Ferns N Petals has come a long way with over 250 stores across the country, and it is
now foraying into small towns as well as in every nook and corner of the country
F
erns N Petals, having pioneered the concept of social expression (Flowers, Gifts and
Cakes) in the country today and has become
a name synonymous with love, emotions and
celebrations. Started with a single store in
1994 in Delhi, the brand today leads the floral, gifting
and cakes industry with over 250 outlets Pan India.
SMALL TOWNS, BIG WINS
FNP is consciously foraying into small towns
as well as in every nook and corner of the
country to mark its presence. The brand
works on franchise centric approach and formulates its business module accordingly. ll
FRANCHISE
FACTS
Investment:
Rs 6-7 lakhs
Ares: 200-300
sq ft
Expected break-even:
3-6 months
“FNP works on franchise
centric approach and
formulates its business
module accordingly.”
PAWAN GADIA,
CEO, FERNS N PETALS
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February 2018
PEOPLE WATCH
FRANCHISEE SPEAK – RAYMOND
EXPANDING THROUGH
CUSTOM TAILORING
Having won the award for Franchisee of the Year
(North) in FRO Chandigarh 2018, Dhawal Prakash,
Franchisee, The Raymond Shop, Maldahiya, Varanasi,
reveals the perks of associating with the brand in an
exclusive with Zarafshan Shiraz,
Measure” store to
our portfolio this year
which is spread across
3300 sq. ft.
Renovating a store
couldn’t be easier given
the support provided
by the project team
right from the planning,
architecture and
How has the
timely implementation.
incorporation with
Raymond benefited your My ideas and were
also encouraged and
skills and training?
incorporated in the
Our expertise has been
design accordingly.
in custom tailoring.
Their approved vendors
Raymond helped our
ensured that quality
tailoring team upgrade
materials
their skills
were
by arranging
RAYMOND HELPED provided
several
at the best
training
OUR TAILORING
cost with
programs
TEAM UPGRADE
the help of
in a tie up
commercial
with NIFT.
THEIR SKILLS
team.
This year we
were also
BY ARRANGING
shortlisted
What is your
SEVERAL TRAINING advice to
for the
grand finale
the aspiring
PROGRAMS IN A
of “Kaun
franchisees?
Banega
Aspiring
TIE UP WITH NIFT
Master
franchisees
Stylist” a
should
PAN India competition
choose a strong brand
for tailors. We got an
which has high market
opportunity to craft
share along with a focus
garments for many
on secondary sales
prominent personalities
growth. They should
like Mr. Arun Jaitley. We
not rush in to open
have added a “Ready
any new brand without
to Wear & Made to
homework. ll
showing confidence in
us and helping us grow
throughout our retail
journey through the best
franchisee framework in
the country evident from
their large network
of stores.
Dhawal Prakash,
Franchisee, The Raymond Shop
What according to you
is vital to appease the
retail consumers?
Retail consumer
has basic service
expectations in terms of
ergonomics, ambience,
lighting, floor space etc.
All 5 senses have to be
taken into consideration
in order to ensure world
class look and feel.
Chalk out your
entrepreneurial
journey with Raymond.
Our “Raymond Retail
Shop”, (as it was called
in those times) was
started by my father Lt.
Satya Prakash Agarwal
in 1989 and was the
first fabric outlet in
Purvanchal to have
air conditioning and
computerized billing.
I joined the business
in 2009 post which we
expanded our retail
footprint in Jaunpur
with our 2nd TRS (The
Raymond Shop) of
2500 sq ft, 3rd TRS in
Mughalsarai in 2010 of
1700 sq. ft., 4th TRS in
Mirzapur of 1200 sq. ft.
and 5th TRS in Sultanpur
of 1200 sq. ft.
Our journey from
2000 sq. ft. in 1989 has
now reached 13,900 sq.
ft. courtesy Raymond
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franchiseindia.com
February 2018
Energy & Fire
STATION
Pioneer to Leader
BATTERY
REJUVENATION
Amazing ROI
X - CHARGER
Low Investment
FIRE
EXTINGUISHERS
Combination of
Service & Product
AUTOMATIC &
PORTABLE
150 And Growing
Team To Support
CEILING MOUNT
FIRE SAFETY
Join 60th And Growing
Franchises In India
CARBON DI-OXIDE
Certification
OUR CLIENTS
X-CHARGER
E&F Station
Space Required
300 - 700 sqft
Investment Required
As Low As
5 Lac*
Franchisee Fees
One time
1 Lac
Support
Training, Technical
& Marketing Support
Current Store: SRINAGAR , JAMMU , SUNDARBANI , PATIALA , DELHI , GURUGRAM , FARIDABAD , RANCHI ,
JAMSHEDPUR , BHAGALPUR , BOKARO ,LUCKNOW ,PUNE , KOLAPUR , SANGLI ,MUMBAI , NASIK , SATARA , JAIPUR ,
KOTA , KOLKATA , RISRA , DIMAPUR , SHILONG , RANGIA , GAUHATI , RAIPUR , KORBA , BHOPAL , SATNA , GUNA , VIZAG ,
BENGLURU ,ILKIL , PALAKAT , MALLAPURAM .
Head Office
513, Udyog Vihar, Phase V,
Gurgaon- 122016 India
Partner With Us
Email: franchise@energyandfire.com
Website: www.energyandfire.com
www.fire1on1.com
EVENT
FRO 2018
Chandigarh
A Franchise
Roadmap
Fon 20-21 Jan at Theheld
Lalit,
RO 2018 Chandigarh
Chandigarh, witnessed a
grand success. The two-day
Expo and Startup Summit
offered a great platform to
franchise fraternity.
75+
business opportunities
WHAT
THEY
SAID...
“We have been able to engage with customers who
are interested in striking
a franchise deal. People
were, in fact, fighting for
Bhatinda. We are known to
those who had never heard of the brand.”
“The people had
genuine queries. From
among those who visited us, I am sure some
can be converted into
prospective franchisees
in a month or two.”
Nishith Pathak, COO, Diviniti
Pankaj Tanwar of Main Frame Energy Solutions
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February 2018
101st
edition of FRO
3700+
visitors
50
stalls
“We engaged in brand-building,
people came to know about us
and we came to know that our
kinds of services are not available in this area. We stand a good
chance though time will tell.”
Sandeep Goel, CEO,
Salamis Mental Arithmetic (India) Private Ltd
“We got good leads
from Haryana, Chandigarh and other nearby
states and we are hoping the leads will be
converted to closures
given the quality interactions we had.”
Abiram Suresh
Business Head - SME, Masters India Private Ltd
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February 2018
EVENT
FRO 2018
Chandigarh
STARTUP SUMMIT 2018
SHOWS THE WAY FORWARD
It was with the traditional lamp-lighting ceremony marking empowerment
of entrepreneurs and small and medium businesses that the Startup Summit
2018 was flagged off. The event, held on 20-21 Jan at The Lalit, Chandigarh,
highlighted the great entrepreneurial vision of India in 2020, addressing the
ecosystem for building growth-focused businesses, writes Zarafshan Shiraz
A DISRUPTIVE IDEA
SUSTENANCE COUNTS
A lot of people think that if you are
not in the list of the top two in your
market, you are done, but you are not
done till you give up or shutter down
the stores. The competitor’s strategy
to kill you would be to ensure that you
don’t get suppliers. “They will give
more incentives to the suppliers to
work for them. But they might draw
back from working for you but they
might not necessarily work for your
competitors either,” asserted Samar
Singla, founder, Jugnoo. As such,
sustaining your business to wait and
watch when nothing else works out is
not the same as giving up.
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February 2018
The first trend highlighted
in the session was to have a
disruptive, ground-breaking,
innovative idea and to drive
it. It is universally accepted
that a string of failures is but
inevitable as are consecutive changes. While dreaming big is the base, allowing
room for change is what will
aid the business to scale up.
“Perfection is overrated. A
perfect product will never
happen because your vision
will be to keep on improving.
Experimenting will take you
forward,” opined Varun Alagh,
founder of Mamaearth. Focusing on designing a better version of the already established
market is the key to be ahead
of the curve.
PASSIVE INCOME
Your passion is what drives your
business. Instead of launching
your products or services directly, it is wiser to establish your
name first and get known by
the players. “I was India’s first
time fitness YouTuber. I made
money out of making videos. I
approached Mr. India, Mr. Delhi,
and Mr. Chandigarh and asked
each of them the secret behind
his amazing body,” said Tarun
Gill, founder of Fitness League
of India and Tarun Gill Fitness,
who later got the actor on board
as his business ambassador.
BRAND HONESTY
In the beauty industry,
products are often judged
under the norms of ‘safe is
not effective’ or ‘effective
is not safe’. “The beauty industry is under many
prevailing myths, one of them being that if it
costs a bomb, it must be very good, which is not
true,” informed Arush Chopra, co-founder and
CEO, Just Herbs. So, it is important to create a
brand image which is not only convincing but
stands true to its offerings.
BENEFITS OF MULTITASKING
“To scale up your business you need
to make friends with multitasking and
focusing while making time management your best friend,” suggested
Puneet Vatsayan, founder and MD,
PKV Advisors.
It is also advisable to undergo
transformations and not be rigid. The
entrepreneur should know how the investor wants to invest in his structure
while keeping an eye out for impact
businesses as they are also profitable.
AWARDS
NIFA 2018
Sanfort
Franchisor of the year - Services
MOTIVATION
WORKS BEST
Famous boxer Muhammad Ali
once said that everybody has a
plan unless they get punched in
the face. Heeding this, one needs
to rely on a solid motivator so as
not to be fused out. Most people
begin a start-up for money but
money doesn’t necessarily follow. “Money will come and go
but learning is forever,” admitted
Kunal Nandwani, founder and
CEO, uTrade Solution. “Willingness to fail and persevere for
a good 8-10 years to form your
startup into a business will help
you succeed,” he added.
The Raymond Shop
Franchisor of the year - Retail
LOOK OUT
FOR THE
PITFALLS
Most people
feel that
once they
bring the franchise of a brand to
India, the hard work is done. But
the efforts have just started. “To
Indianize anything, you should not
import. Look into cutting down
training cost, fight hard to cut
down the franchise fees,” suggested Sameer Lamba, owner,
Kwality Group. Treating it as any
other business and acknowledging
yourself as the owner/representative of the brand is the real key,
since as an Indian you understand
the Indian palette best.
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February 2018
The Raymond Shop,
Maldhiya (Varanasi)
Franchisee of the Year - Retail
Shree Lifestyle
Emerging Franchisor of the Year
Baskin Robbins
Franchisor of the year - Small
Format
Blackberrys
Business Leadership
Sarva Gun Aushdhi
Debutant Franchisor of the year
Jugnoo
Best Customer Service
TFW
THE LIST
TOP
10
OPPORTUNITIES TO INVEST IN F&B
1
BASKIN ROBBINS
I NVE STM E NT
Rs 10-20 lakh
AREA
200-250 sq. ft.
PREFERRED
C ITI E S
Metros to tier V towns
B R EAK-EVE N
In the first year itself
2
BIKANERVALA
I NVE STM E NT
Rs 5 crores
AREA
10,000 sq. feet
B R EAK-EVE N
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February 2018
Minimum sales
requirement of Rs 1
crore per month
3
GOLI VADAPAV
I NVE STM E NT
Rs 10-12 lakhs
AREA
200-250 sq. feet
B R EAK-EVE N N
6 – 8 months
PREFERRED
C ITI E S
Tier I and II cities
4
MONGINIS
I NVE STM E NT
Rs 15 lakhs along with
self-owned property
AREA
250-300 sq. feet
ROI
15-20%
B R EAK-EVE N
2-3 years
5
GENUINE BROASTER
CHICKEN
I NVE STM E NT
PINT model-Rs 1
crore
AREA
1,200 sq ft
EXPE CTE D R O I
18- 24 months
B R EAK-EVE N
3 months
6
CHAI GARAM
I NVE STM E NT
Rs 5-15 lakhs
AREA
100 sq. feet
ROI
40%
B R EAK-EVE N:
3 months
7
KRISPY KREME
NUMBER OF
STO R E S
7
AREA
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franchiseindia.com
300-500 sq. feet.
PREFERRED
C ITI E S AN D
L O C AT I O N
Delhi NCR,
Chandigarh, Jaipur,
Lucknow
ROI
30%
PREFERRED
C ITI E S
Metro and Tier 1 cities
1.5-2 years
PREFERRED
C ITI E S
& L O C AT I O N
Global
9
10
I NVE STM E NT
Rs 20-30 lakh
AREA
100-150 sq ft
ROI
AREA
100-1,500 sq.ft.
AVE R AG E
PAY B A C K
30 months
KEVENTERS
8
FARZI CAFÉ
I NVE STM E NT
Rs 6 crore
AREA
5,000 sq. feet
February 2018
WAI WAI CITY
BRAND LICENSING
CLASSIFIED LISTINGS
BRANDS
TO LOOK OUT FOR
A quick sneak-peek through the prospects for retailers and manufacturers to
join forces with top brands and make the most of brand licensing
MISTER MAKER
A fun preschool brand,
Mister Maker from the
house of Zodiak Kids is
eyeing to appeal to kids in
India. Banking on the arts
and crafts offering, Mister
Maker is looking for ideal
retail partners.
Category: Craft kits,
back-to-school items,
stationery and publishing
merchandise.
SESAME STREET
The popular American children’s TV series,
Sesame Street is scouting for ideal partner
for its official merchandising. The brand
has been involved addressing the critical
developmental needs of children worldwide.
Category: Publishing, toys, back-to-school
items, etc.
ROLLAND GARROS
A pioneering aviator, conquering
musketeers, a mythical place,
and victories costing a significant
amount of effort, the Roland-Garros
brand irresistibly evokes a universe
of passion, excellence, audacity and
authenticity. Created in 1987, the
brand sells 1.3 million products
per year worldwide.
Category: Apparel and accessories,
footwear, bags and luggage, leather
goods, home linens, mobile phone
accessories, gifts and novelties, etc.
CARLTON LONDON
A renowned women’s footwear brand
since 1989, Carlton London is adding
wings to further extend into various
lifestyle categories. Highly aspirational
and in synergy with top retailers, the
brand targets wide demographics
through values of fashion.
Category: Women’s apparel, men’s
apparel, intimates, colour cosmetics,
skincare, perfumes, jewellery,
eyewear, watches, home, umbrellas,
mobile phone covers, etc.
TEKKEN
Tekken debuted in the arcades
in 1994, and subsequent sales
on home-console games for the
series have reached 44 million
copies worldwide. Boasting
of a strong fan base globally,
the series celebrated its 20th
anniversary in 2014. The series
has also expanded its horizons
with releases for the mobile game market, a feature-length all CG movie
and several other licensed goods such as figures and apparel.
Category: Apparel and accessories, toys and games, figurines, back-toschool items, bags and luggage, footwear, and gifts and novelties.
For more details write back to gargi@licenseindia.com
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LICENSING
SECTOR WATCH
‘NEW
CONSUMERISM’
The Latest Mantra In
Experiential Licensing
Experience is everything and in terms of brand licensing, this phenomenon has
emerged as a game-changer, thereby altering conventional brand licensing
practices in a big way, reports Gargi Bhardwaj
O
nce eyeing product
licensing, the
fraternity has
devised Licensing 2.0 to address the
new-age consumers who
are increasingly redefining their values and
priorities. This phenomenon is steering a gradual
progression, especially in
sports and music licensing along with theme
parks or themed travel.
This trend also puts forth
a plethora of opportunities across a wide range
of industries, including,
travel, apparel and footwear, toys and games,
consumer electronics,
and personal accessories.
Given the priorities
amongst consumers, coupled with time becoming
a luxury, ‘new consumerism’ has taken shape that
94
finds its roots in the experience. This trend is impacting many areas while
consumers increasingly
seek to ‘do something
different’, searching for
unique, often personalized experiences.
Re-Defining Sports
Licensing
Globally, sports licensing
has registered steady 5%
year-on-year growth in
franchiseindia.com
February 2018
the last few years, driven
largely by licensed sports
apparel merchandise
sales. In India, licensed
sports merchandise
worth USD 18 million
was sold in 2016. Majorly
driven by sports leagues
and cricket, this genre
is witnessing emergence
of concepts like sports
academy, which focus on
experience.
Siddharth Chury, Direc-
tor - Merchandise, NBA
India, says, “The opening
of our first academy in India is an important milestone in the NBA’s efforts
to grow basketball in
India and demonstrates
our commitment to developing talent and shaping
the game’s future here.
We often get NBA stars
to visit the academy. That
gives the kids a chance to
interact with their idols;
it’s a big opportunity.”
Raking Moolah
from Travel
Millennials account for
a sizeable demographic
and this key consumer
segment for licensing
businesses has comparatively a huge penchant
for travel. The millennials’ group is projected to
record the fastest growth
in world travellers with
a forecasted increase
by 69.7 million over
2015-2020. Theme parks
themselves have become
an increasingly important component of many
brand licensing strategies, as licensors search
for innovative ways to
leverage their propertyand connect with fans.
“The amusement
park business volume is
estimated to be around
Rs 3,000 crore with
a growth rate of 10%
year-on-year. Hence,
there is huge scope for
large licensors to exploit
this market. The kids
and youth population is
growing in India; hence
organized ventures into
the amusement business
would be an excellent
avenue for business,”
opines Samir Jain, COO
and ED, Green Gold
Animations.
Tour London – The
Making of Harry Potter has announced that
it will hold a romantic
dinner in the Great Hall
of Hogwarts School of
Witchcraft and Wizardry.
Similarly, HBO Nordic
has teamed up with Lapland Hotels Snow Village
in Finland to construct
a ‘Game of Thrones’
themed hotel made out of
only snow and ice.
Within the hotel one
could find a number of
Game of Thrones features
like the Hall of Faces, giant ice dragon sculptures
Room for the New
And here, innovations
count. For instance,
Warner Bros. Studio
95
franchiseindia.com
THE
MILLENNIALS’
GROUP IS
PROJECTED TO
WITNESS AN
INCREASE BY 69.7
MN OVER 20152020
February 2018
and even an iron throne
made of ice. Disney has
also announced a host
of new attractions at
Disneyland Resorts in
2018, including a Pixarthemed celebration. Also
opening in 2018 is ‘Pixar
Pier’, a new land in Disney California Adventure
featuring four whimsical
neighborhoods based on
Pixar properties.
Cross-Industry
Opportunities for
Licensing
Apparel and accessories,
footwear, videogames,
consumer electronics
(headphones/earphones,
wireless speakers), toys
and games, personal
accessories, home and
garden are some of
the major industries
and categories that
would benefit further from experiential licensing. ll
LICENSING
LICENSOR SPEAKS - KUBER
KUBER
CUTS OUT A
NEW PATH
Established in 1989 with tobacco products,
Kuber has carved a unique niche in national
and international markets such as the Middle
East and the Gulf region while foraying into a
couple of FMCG product categories. Growing
at 40% year-on-year, the brand is gradually
looking to tap newer categories through
brand licensing, informs Ritesh Jain,
Director, Kuber Food Products India Pvt. Ltd
By Gargi Bhardwaj
How has been the journey of
Kuber so far?
The brand started off in 1989
under the leadership of late Mr.
Moolchand Malu with ‘Kuber
Khaini’. Around 2003, we added
snacks to our portfolio, and
from there began our product
diversification. In 2007, we
forayed into incense sticks.
The next year we explored the
segment of spices and chips,
followed by tea in 2013. We
have added several products
since then. When we talk about
FMCG products, we are present
in 16 states with one or two
major distributers in each state.
In case of tobacco products, we
enjoy a pan-India presence.
What made you adapt
brand licensing for your
business model?
Exploring newer markets or
getting visibility was not the
case with us, but it was the
vision of our founder to have an
entire range of products under
a single brand name. Setting
up manufacturing units for
each of the categories is
practically not possible; hence
we thought of brand licensing
as the most viable option. This
also helps us maintain better
control on quality.
What categories
are you looking to
foray into through
licensing?
WE WILL BE
ENTERING INTO THE
FMCG SEGMENT
BY THIS YEAR,
EXPECTING A
TURNOVER OF MORE
THAN RS 200 CRORE
We are focusing
on adding more
FMCG products
under our brand
name, starting
with mineral
water. Further, we are also
exploring options for retail
chains and restaurants. We
have already opened the
Kuber Guestline Hotel in
Rajasthan and within the
same premises we have a
restaurant called Kuber
96
franchiseindia.com
Palace. We want to replicate
this model across India. We
are already in talks to
foray into the wine and
lounge business. However,
mineral water is our prime
focus as of now.
February 2018
But how will
you address the
perception that
Kuber is generally
associated with
tobacco products?
Over the past
10 years we
have been on a
diversification
spree so that
people associate
our brand with other FMCG
products as well. By 2018,
we will be entering into the
FMCG segment in a major
way, expecting a turnover of
more than Rs 200 crore. Last
year, we clocked a turnover
of Rs 180 crore. ll
LICENSING
LICENSEE SPEAKS - POSTER BOY
BEING THE
QUINTESSENTIAL
POSTER BOY
It was the craze amongst consumers for Hollywood
movie posters that lured Jimmy Mistry, Director and
CEO, Posterboy.in, into the business of licensed posters.
On the first day of the launch, the numbers were enough
to bamboozle everyone, thus kick-starting this unique
business venture. In this interview with Gargi Bhardwaj,
Mistry unveils the his business plan
What was the idea behind
Posterboy.in?
What made you think of
becoming a licensee?
We started in 2012, though I
conceived the idea in 2011.
Before this I was running a
film society where we used
to screen a plethora of films
across theatres and distribute
DVDs through offline stores
like Landmark, Crossword, etc.
There we noticed a few sportsrelated or licensed posters of
superior quality coming from
the UK. That was when I was
introduced to the business of
posters.
Initially we started importing
posters from the UK and
distributing them across
India. This was the time
when Flipkart was coming up
and had opened a segment
especially for DVDs and books.
We pitched them the idea
of posters and though they
were reluctant at first, they
eventually took the call. This
was the first time that posters
were launched as a category in
any online space.
It was a very natural
progression. When we were
doing all the licensed posters
of GBI and Pyramid, both
UK-based companies, people
were buying them even at
a price point of
Rs 400 and the
products were
ON THE DAY OF
flying off the
THE
LAUNCH WE
shelf on Flipkart.
SOLD
AROUND 200
On the day of
the launch we
POSTERS WITHIN THE
sold around 200
FIRST 5-6 HOURS.
posters within the
WE PLAN TO COME
first 5-6 hours.
also added mobile covers,
wallets and laptop skins. We
are focusing on the home
and kitchen category, which
primarily includes posters
and cushion covers. They
still generate volume for us.
Further, T-shirts and apparel
have also been in
demand since the
past one year.
What all retail
points are you
present at?
Online we are
available on all
leading portals
UP WITH OUR OWN
such as Jabong,
STORE BY 2019.
Myntra, Amazon
You started off
and Flipkart. We
with posters.
are also available at
How many
offline stores like Landmark,
categories do you have
Hamleys, Crossword, etc.
as of now?
Also, we retail through a
We have around 10-12
couple of standalone stores
product categories, including
that sell entertainment-related
mugs, key chains, coasters,
products. We have plans to
refrigerator magnets, posters,
come up with our own store
cushion covers, T-shirts,
by 2019. ll
track pants, etc. We have
98
franchiseindia.com
February 2018
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FRANCHISORS: If you wish to advertise here you should forward a copy of your franchise kit
For more franchise opportunities log on to www.franchiseindia.com
To advertise here call at 8467916516 or write to advertise@franchiseindia.com
OPPORTUNITY OF THE MONTH
CHILDHOOD IS A SHORT SEASON
LET THEM
EXPLORE IT WITH US
Investment: Rs.6-11 Lakhs,
Franchise Fees: Rs.2-3 Lakh,
Area: 1500-3000 Sq ft,
Expansion: Pan India
Toddlers | Nursery | Jr. KG | Sr. KG
For franchise inquiry:
97370 87770
www.pinkandbluekids.in
contact@pinkandbluekids.in
Follow us on
pinkandbluekids.preschool
TOUR & TRAVELS
Leading Travel Brand
Offering Franchisees
Tourism Oriented - The Experts in Customised Holiday Packages
IATA and Gujarat Tourism accredited Online Travel Company
Estd. in Aug 2015 & looking for rapid expansion
10,000+ Happy travellers across India and overseas
95% customer satisfaction ratio
Head office
Ahmedabad
Branch office
Surat
Area: 300 - 500 sq. ft. Investment: `10-15 lacs,
(M) 7069646437, franchise@tourient.com, www.tourient.com, www.facebook.com/tourient
104
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February 2018
For more franchise opportunities log on to www.franchiseindia.com | To advertise here call at 9343930200 or write to advertise@franchiseindia.com
BUSINESS SERVICES
BEAUTY HEALTH & FITNESS
To Advertise Here
Call
8467916517
8080016855
9342510702
9014562800
9883870771
7878937679
105
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February 2018
For more franchise opportunities log on to www.franchiseindia.com | To advertise here call at 9343930200 or write to advertise@franchiseindia.com
BEAUTY HEALTH & FITNESS
PRE SCHOOL
80 + Pre-Schools across 13 states
INTERNATIONAL MONTESSORI EDUCATION
ranchise
Master F ited
In
asl o v
Like us at :
American Kids Play School
Lucrative Offer for existing Space : 1200-1500 Sq.Ft.
Investment : 3-4 lakh
Pre-Schools
Hotline : 9319679974, 8191002128, 8899960225,9319888188
A Venture of AMERICAN Group, an established
brand in over 300+ cities pan India since 1991.
Dr. Vikram P. Lamba
(M.D.)
visit us at : www.americankidz.edu.in e-mail : mail@americankidz.edu.in
MUMBAI DELHI KOLKATA CHENNAI BANGALORE
JAIPUR JABALPUR LUCKNOW NAINITAL DEHRADUN
GHAZIABAD NOIDA BAHADURGARH AGRA MEERUT
BAREILLY GWALIOR RANIGANJ SATNA HALDWANI
106
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February 2018
For more franchise opportunities log on to www.franchiseindia.com | To advertise here call at 9343930200 or write to advertise@franchiseindia.com
IT
FOOD & BEVERAGES
Start your IT Business
@ affordable Investment
from Rs.1 Lakh onwards....
Mindsoft
I T
S O L U T I O N S
One Partner. One Complete Solution. One Stop.
Hardware
Software
School Needs
Computer Lab
Digital Content, Digital Class Setup
Automated Bell System
School Fee Management
ID Card & SMS Service
Play Items
Investment - 2 Lakhs onwards | ROI - within a Year
space-100 to 200 sq. Ft. or more
Contact : 9963257333 | Email : rajesh@mindsoftit.com
108
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February 2018
For more franchise opportunities log on to www.franchiseindia.com | To advertise here call at 9343930200 or write to advertise@franchiseindia.com
FOOD & BEVERAGES
KIOSKS(FOR MALLS ONLY)
Area 300 to 500 sq.ft
Investment
INR 15 - 20 Lakhs
FINE DINE RESTAURANT
Area 1800 to 2500 sq.ft
Investment
INR 50 - 70 Lakhs
100% Vegetarian Food
Established & popular
hospitality brand
with huge fan following
Traditional Royal Cuisine
Exclusive
Operational Support
Training
Guidence
Steady Growth
High ROI
FRANCHISE FACT Brand Name: Panchavati Gaurav
Category: Food and Beverage | Expansion: Pan India | Mobile: 7028010747 / 7755909149
Mail : info@panchavatigaurav.com | www.panchavatigaurav.com
109
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RETAIL
110
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February 2018
21
st
JANUARY 2018 l `150
BUSINESS TRENDS
CREATING BIG
OPPORTUNITIES
IN 2018
PRATIK
SHAH , MD,
SPECSMAKERS
NISHANTH
CHANDRAN
CEO, TENDERCUTS
TEJASWI
BUTTA
FOUNDER, OLIVERS
EARLY LEARNING
CENTER BY
MERIDIAN
RURAL
FRANCHISING:
REAPING A
RICH HARVE ST
Conversion
Franchise
Brings
PROFIT
FOR ALL
SOUTHERN
ORIGIN
NATIONAL
VISION
HOW THESE SOUTHERN RETAIL
ENTREPRENEURS ARE UPPING THE GAME
BREWING A
PAN-INDIA REACH
HUNGRY FOR
MORE
Mahadeva Prasad
MD, MDP Coffee House
Mohit Khattar,
CEO, Graviss Foods
ADVISORY
EXERCISES AT WORK
HOW TO RESET
A BAD WORK DAY
Five tips on how to come out on top when you’re having a bad work day
1
2
ELIMINATE WORKRELATED STRESS
Want to know what the number
one stressor is for people?
Job stress. Start with the
simplest tasks to get back your
confidence and into a groove
of productivity. Create new
deadlines that are realistic
for you to accomplish. And if
you’re stretching it too thin,
consider talking to management
about reducing your workload.
COMMUNICATE WITH
3
AVOI D CO-WORKER
POLITICS
Co-worker drama and
office politics also affect
your productivity. When
drama takes its toll, it may
be time to contact your
company’s human resources
team about your concerns
and how it’s affecting your
ability to do your job.
4
YOUR BOSS
Train yourself to speak in your boss’
communication style. Don’t change
your personality and style entirely
because your style gives you unique
strengths, but talking in another
communication style is like perfecting
a second language and comes in handy.
5
TAKE CARE OF
PERSONAL TROUBLES
Ask yourself if you can press on
with your duties or if you need
a day to reset. You don’t have to
spill all the beans to your boss
or human resources team, but
ask if you can shift some of your
duties or take a half day because
of the bad news you’ve received.
REST WHEN SICK
In the colder season, illness strikes
and gets passed around like a puppy.
If you don’t take care of yourself or
take time off, your recovery time will
be longer. When you’re feeling awful,
just take a sick day. It’s better for
your health and everyone else’s.
Content Courtesy
Volume 19, Number 2, February 2018 issue and it contains 114 pages including cover.
112
franchiseindia.com
February 2018
Illustrations: Rajeev Kumar
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