Mahindra First Choice Wheels first SuperStore was inaugurated at Kochi Called Focuz Car Mart it is spread across an area of 5,000 sq. ft. with parking space of 13,000 sq. ft., and is located near Edapally Junction. It was inaugurated by Shubhabrata Saha, CEO, Mahindra First Choice Wheels Limited and Mr. Tony Raphel, Director and CEO, Focuz Car Mart.
“Encouraged by the overwhelming response to the SuperStore in Thiruvananthapuram – our first in Kerala – setting up the next in Kochi was a natural progression. Focuz Car Mart’s expertise and local know-how of the region, coupled with our value proposition of trust, transparency and wide choice will ensure that Mahindra FirstChoice is well poised to tap the vast potential of the pre-owned car market in Kerala. Our winning customer proposition coupled with an aggressive national expansion plan will help us reach our sales target of one lakh cars by 2015,” said Mr. Shubhabrata Saha, CEO, Mahindra First Choice Wheels Limited. He added, “In value terms, the company had revenues of Rs. 220 crore last fiscal and aims a turnover of Rs 400 crore.” The size of pre-owned car market in India is estimated at 1.7 million annually, he said, adding that the company would also increase its service centres in line with the proposed new sales outlets.
“We are delighted to extend our relationship with Mahindra, which is one of India’s most respected auto brands. Kochi presents large potential as a pre-owned car market and Mahindra First Choice will certainly go a long way in catering to this demand. The SuperStore will display several brands of pre-owned cars and function as a one-stop shop for all those wishing to either buy or sell a car. Customers can thus, avail of an array of services under one roof. These include purchase and sale of pre-owned cars, car finance and insurance, fitment of car accessories and assistance with paperwork and documentation,” said Mr. Tony Raphel, Director and CEO, Focuz Car Mart.
Mahindra FirstChoice is the country’s preferred pre-owned car mart and is India’s only organized multi-brand player, with 114 outlets in 74 towns across India. The company plans to expand this number to 300 outlets in the next three years. This implies that customers will soon be able to choose from a range of certified pre-owned cars throughout India, including the metros and tier-2 towns and cities. Tremendous attention to detail is required to ensure that each pre-owned car meets a high level of quality. Before purchasing the car, a trained engineer thoroughly inspects the vehicle and also sees to it that all papers are in order. After purchase, every car is refurbished and undergoes an extensive 118 point quality check by a trained engineer, as part of the company’s robust certification process.
Mahindra First Choice also has retail finance relationships with major banks and NBFCs in the country. As an industry first, Mahindra First Choice has recently partnered with Syndicate Bank to offer consumers finance rates comparable to those for new cars. In order to facilitate business growth, existing and potential franchisees will also be able to avail of inventory funding options from Syndicate Bank and IDBI Bank.
Mahindra First Choice, an arm of Mahindra and Mahindra Group (M&M) which sells second hand car, had recently said it would set up sales and service outlets in rural areas across the country to sell one lakh vehicles by 2015. This year, it expects the sales volume from its multi-brand pre-owned car company - Mahindra First Choice Wheels (MFCW) to go up to 18,000 units from 10,255 last year. MFCW operates a country-wide network, spanning 114 centres, including 6 company-owned outlets, in the superstore and smaller formats. MFCW aims to leverage its brand power in the franchising mode of business and make it more organised by professional management. ET has reported that MFCW derives 15 per cent of its sales from the 'D' or luxury car (Rs. 5.5 to Rs. 6 lakh) segment, with the B and C categories (Rs. 3.5 lakh or so) contributing around 30 per cent of the sales volume.
"In 2008-09 we sold 10,255 vehicles. This year we have aimed to sell around 18,000 vehicles. We want to take it up to one lakh cars by 2015," M&M President (After-market, HR and Corporate Services) Rajeev Dubey told reporters recently. He said 20 per cent of their business come from the "C" segment in Tier-II and III cities, while 80 per cent of the revenues come from metros and state capitals. The company aims to tap rural market through its expansion plans. For this, it would double its franchise outlets by March 2011, he added. The company has 114 outlets in the country. By March 2011 it would have 230 outlets and take it to over 300 outlets by March 2012, Dubey said.
Source:
Read more: Mahindra First Choice Wheels inaugurates its first SuperStore in Kochi - WheelsUnplugged Automobile Industry News
Under Creative Commons License: Attribution
http://www.wheelsunplugged.com/ViewNews.aspx?newsid=5540
Sunday, January 31, 2010
Friday, January 29, 2010
Gloria Jeans Eyes Franchise Expansion of 100 Units By 2013
Gloria Jean’s eyes expansion
Bullish on the estimated Rs 1,200 crore market in the country, international coffee chain Gloria Jean’s Coffees (Gloria) is readying itself for expansion to make it profitable.
Having entered the Indian market in 2008 through master franchise model, it has only nine outlets in the country. The company currently has spent more than 12 months on reworking and refining its business model and is finally readying itsel for expansion. It is set to open one outlet each in Delhi and Pune in next two months besides setting itself a target of 100 operational outlets by 2013.
With 50 per cent of Rs 1,200 crore market being unorganised and Cafe Coffee Day and Barista taking big chunks of the remaining, Gloria believes there needs to be a concentrated effort in gaining momentum and popularity in the market.
Speaking to Deccan Herald Gloria Jean’s Coffees Regional General Manager Tony White said their emphasis is on training its staff adding Citymax Hospitality, its franchise here, has invested Rs 80 lakh on training alone. Its total investment as on this date is Rs 10 crore.
Coffee varisty
The company has set up ‘coffee university’ –– a mock coffee shop –– where it trains its staff to make coffee and also other essentials like treating the customers et al. Citymax Hospitality President Sundarrajan Rajagopal said besides having to go through rigrous levels of training, the staff will also be monitered by the ‘coffee university’ in Australia (Gloria’s base) and India. There are regional workshops conducted twice a year to further enhance quality of workforce. It also conducts competitions for baristas from across the markets it has presence so that there is an exhange of ideas and exposure to all its staff.
Further, the firm will pump in another Rs 50 crore into the Indian market –– out of which a significant sum will be spent on training –– as it believes that there is enough scope for all existing players and more. It said it will expand its presence to 16 cities from the current four.
With all other players like Barista,Cafe Coffee Day,Mocha,Nescafe,Coffee N U, Java City, Brewers,Cuppa eyeing expansion, Gloria Jeans is all set to have its share of the Pie of the Indian coffee market.
Bangalore: Jan 29, DHNS:
Bullish on the estimated Rs 1,200 crore market in the country, international coffee chain Gloria Jean’s Coffees (Gloria) is readying itself for expansion to make it profitable.
Having entered the Indian market in 2008 through master franchise model, it has only nine outlets in the country. The company currently has spent more than 12 months on reworking and refining its business model and is finally readying itsel for expansion. It is set to open one outlet each in Delhi and Pune in next two months besides setting itself a target of 100 operational outlets by 2013.
With 50 per cent of Rs 1,200 crore market being unorganised and Cafe Coffee Day and Barista taking big chunks of the remaining, Gloria believes there needs to be a concentrated effort in gaining momentum and popularity in the market.
Speaking to Deccan Herald Gloria Jean’s Coffees Regional General Manager Tony White said their emphasis is on training its staff adding Citymax Hospitality, its franchise here, has invested Rs 80 lakh on training alone. Its total investment as on this date is Rs 10 crore.
Coffee varisty
The company has set up ‘coffee university’ –– a mock coffee shop –– where it trains its staff to make coffee and also other essentials like treating the customers et al. Citymax Hospitality President Sundarrajan Rajagopal said besides having to go through rigrous levels of training, the staff will also be monitered by the ‘coffee university’ in Australia (Gloria’s base) and India. There are regional workshops conducted twice a year to further enhance quality of workforce. It also conducts competitions for baristas from across the markets it has presence so that there is an exhange of ideas and exposure to all its staff.
Further, the firm will pump in another Rs 50 crore into the Indian market –– out of which a significant sum will be spent on training –– as it believes that there is enough scope for all existing players and more. It said it will expand its presence to 16 cities from the current four.
With all other players like Barista,Cafe Coffee Day,Mocha,Nescafe,Coffee N U, Java City, Brewers,Cuppa eyeing expansion, Gloria Jeans is all set to have its share of the Pie of the Indian coffee market.
Bangalore: Jan 29, DHNS:
Thursday, January 28, 2010
Franchise is the best way to BE YOUR OWN BOSS
“Franchise Opportunities – Be your own Boss”
FRANCHISE: A form of business organization in which a firm which already has a successful product or service (the franchisor) enters into a continuing contractual relationship with other businesses (franchisees) operating under the franchisor's trade name and usually with the franchisor's guidance, in exchange for a fee. A franchise is a right granted to an individual or group to market a company's goods or services within a certain territory or location. Some examples of today's popular franchises are McDonald's, Nakshatra, Subway, Domino's Pizza, and the UPS Store. An individual who purchases and runs a franchise is called a "franchisee." The franchisee purchases a franchise from the "franchisor." The franchisee must follow certain rules and guidelines already established by the franchisor, and the franchisee has to pay an ongoing franchise royalty fee, as well as an up-front, one-time security fee to the franchisor. Franchising has become one of the most popular ways of doing business in today's marketplace.
History: Franchising began back in the 1850's when Isaac Singer invented the sewing machine. In order to distribute his machines outside of his geographical area, and also provide training to customers, Singer began selling licenses to entrepreneurs in different parts of the country. In 1955 Ray Kroc took over a small chain of food franchises and built it into today's most successful fast food franchise in the world, now known as McDonald's. McDonald's currently has the most franchise units worldwide of any franchise system. Today, franchising is helping thousands of individuals be their own boss and own and operate their own business. Franchising allows entrepreneurs to be in business for themselves, but not by themselves. There is usually a much higher likelihood of success when an individual opens a franchise as opposed to a mom and pop business, since a proven business formula is in place. The products, services, and business operations have already been established.
Advantages: Corporate image, brand name recognition, established market, set standards of operations & training, set instructed infrastructure, off course a better chance of success and immensely profitable venture.
Disadvantages: limited ownership, ongoing cost franchise fees & percentage of your franchise’s business revenue, additional charge such as cost of advertising, besides most well known franchises are too expensive.
Different types of Franchising: There are many different types of franchise ownership opportunities. You may choose to become a multi-unit franchise owner, an area developer or you may decide to buy an existing franchise. Each ownership opportunity has its own unique responsibilities. The following is a list of the many different ownership opportunities franchising offers. 1) Single Unit Franchise: It is the most likely place a brand new entrepreneur would begin, as the franchisee would be responsible only for running one unit, although he or she would extremely involved with all the daily operations of the business. 2) Multi-Unit Franchise: multiple units are sold at a reduced rate per unit by the franchisor. 3) Area Developer: area development is similar to multi-unit franchising; the only difference is that it typically involves greater number of outlets encompassing a larger geographic territory. 4) Master Franchise: allows people or corporations to purchase the rights to sub-franchise within a certain territory. A master franchisee helps the overall franchise company by recruiting franchisees to open units within a specific territory. One master franchise is for one state only. 5) Buying an Existing Franchise: many franchise owners decide to sell their franchises after they have opened.
Approach: One need not to surprise if the franchisor questions include detail information about the proposer and his spouse financial position, experience, background, and even aspirations, questions designed to help the franchisor determine whether or not the kind of person he or she feels will be able to run the business successfully and fit into the franchise model. The franchisor will continue to explore interest, commitment and suitability of the proposer. If the franchisor decides a suitable franchisee, he will be offered a franchise contract that lays out the obligations of both parties. Like any other contract, some aspects of it may be open to negotiation. And like any other contract, if there are any promises made about the franchisor/franchisee relationship that are not in the franchise contract, get them written in. One must consult an advocate before signing the contract. Buying a franchise is like buying any other kind of business. An entrepreneur has an opportunity to startup from Rs.10, 000/- in education to Rs 01 crore in jewellery as an initial investment in India. Naming few companies extending franchise opportunities; Levi's, Peter England, Belmonte, D'damas, Nakshatra, Kidzee, Eurokids,Amson, BodySpa, MovieMart, Silversand etc
Source:http://thirdeye-raghvendra.blogspot.com/2010/01/franchise-be-your-own-boss.html
Raghvendra, Jodhpur, Rajasthan
FRANCHISE: A form of business organization in which a firm which already has a successful product or service (the franchisor) enters into a continuing contractual relationship with other businesses (franchisees) operating under the franchisor's trade name and usually with the franchisor's guidance, in exchange for a fee. A franchise is a right granted to an individual or group to market a company's goods or services within a certain territory or location. Some examples of today's popular franchises are McDonald's, Nakshatra, Subway, Domino's Pizza, and the UPS Store. An individual who purchases and runs a franchise is called a "franchisee." The franchisee purchases a franchise from the "franchisor." The franchisee must follow certain rules and guidelines already established by the franchisor, and the franchisee has to pay an ongoing franchise royalty fee, as well as an up-front, one-time security fee to the franchisor. Franchising has become one of the most popular ways of doing business in today's marketplace.
History: Franchising began back in the 1850's when Isaac Singer invented the sewing machine. In order to distribute his machines outside of his geographical area, and also provide training to customers, Singer began selling licenses to entrepreneurs in different parts of the country. In 1955 Ray Kroc took over a small chain of food franchises and built it into today's most successful fast food franchise in the world, now known as McDonald's. McDonald's currently has the most franchise units worldwide of any franchise system. Today, franchising is helping thousands of individuals be their own boss and own and operate their own business. Franchising allows entrepreneurs to be in business for themselves, but not by themselves. There is usually a much higher likelihood of success when an individual opens a franchise as opposed to a mom and pop business, since a proven business formula is in place. The products, services, and business operations have already been established.
Advantages: Corporate image, brand name recognition, established market, set standards of operations & training, set instructed infrastructure, off course a better chance of success and immensely profitable venture.
Disadvantages: limited ownership, ongoing cost franchise fees & percentage of your franchise’s business revenue, additional charge such as cost of advertising, besides most well known franchises are too expensive.
Different types of Franchising: There are many different types of franchise ownership opportunities. You may choose to become a multi-unit franchise owner, an area developer or you may decide to buy an existing franchise. Each ownership opportunity has its own unique responsibilities. The following is a list of the many different ownership opportunities franchising offers. 1) Single Unit Franchise: It is the most likely place a brand new entrepreneur would begin, as the franchisee would be responsible only for running one unit, although he or she would extremely involved with all the daily operations of the business. 2) Multi-Unit Franchise: multiple units are sold at a reduced rate per unit by the franchisor. 3) Area Developer: area development is similar to multi-unit franchising; the only difference is that it typically involves greater number of outlets encompassing a larger geographic territory. 4) Master Franchise: allows people or corporations to purchase the rights to sub-franchise within a certain territory. A master franchisee helps the overall franchise company by recruiting franchisees to open units within a specific territory. One master franchise is for one state only. 5) Buying an Existing Franchise: many franchise owners decide to sell their franchises after they have opened.
Approach: One need not to surprise if the franchisor questions include detail information about the proposer and his spouse financial position, experience, background, and even aspirations, questions designed to help the franchisor determine whether or not the kind of person he or she feels will be able to run the business successfully and fit into the franchise model. The franchisor will continue to explore interest, commitment and suitability of the proposer. If the franchisor decides a suitable franchisee, he will be offered a franchise contract that lays out the obligations of both parties. Like any other contract, some aspects of it may be open to negotiation. And like any other contract, if there are any promises made about the franchisor/franchisee relationship that are not in the franchise contract, get them written in. One must consult an advocate before signing the contract. Buying a franchise is like buying any other kind of business. An entrepreneur has an opportunity to startup from Rs.10, 000/- in education to Rs 01 crore in jewellery as an initial investment in India. Naming few companies extending franchise opportunities; Levi's, Peter England, Belmonte, D'damas, Nakshatra, Kidzee, Eurokids,Amson, BodySpa, MovieMart, Silversand etc
Source:http://thirdeye-raghvendra.blogspot.com/2010/01/franchise-be-your-own-boss.html
Raghvendra, Jodhpur, Rajasthan
INDIA land of opportunities for SMB's.
The setting presented a mix of opportunity and obstacles.
I headed to New Delhi's central district from my home in East Delhi across the Yamuna river to attend a Jan. 7 seminar on Indo-Canadian partnerships for small and medium-sized businesses (SMBs). The nine-kilometre drive took more than an hour because the roads were jammed and police stretched to the limit on a foggy morning.
The jams were mainly caused by Auto Expo 2010, an industry show that symbolizes the opportunities India presents as a fast-growing economy. While everybody from BMW to small Chinese auto-parts makers were showing their wares inside a vast exhibition ground, the roads outside could not cope.
Prime Minister Stephen Harper arrived in New Delhi last November to set in motion a Comprehensive Economic Partnership Agreement (CEPA) with India. The CEPA will pave the way for Indian and Canadian SMBs to enter into joint ventures, franchising arrangements and sub-contracting.
Canada is a skill-oriented economy with businesses in advanced areas such as automotive, aerospace and nuclear energy that could seek a market in India. India, a nation of more than one billion people, 65 per cent of whom are below the age of 35, is teeming with would-be customers. India's middle class is two-thirds the size of the European Union.
However, there are twists and turns to navigate.
“You have a very complex economy,” Canadian diplomat Mario Ste-Marie says. “In Canada you can create a company in 24 hours on the Net. In India it could take months.”
Things are improving with e-governance taking off in India, and entrepreneurs also speak of a decline in corruption, once considered a major obstacle.
“If you really ask me, the only problem I see is in infrastructure,” says Asha Luthra, president of the Indo-Canada Chamber of Commerce.
That may not be the only problem for an SMB from Canada.
Satya Poddar, a partner at accounting firm Ernst & Young, and a former tax expert in Canada's Ministry of Finance, says “Canada is a small country well-served by the bureaucracy. The Indian tiger is caged by bureaucracy and regulation.”
What, you might ask, are the obstacles in an economy that unleashed economic reforms and liberalization 19 years ago?
Consider these, from Mr. Poddar's check list:
• Tax levels in India may be more than what they appear due to a maze of lesser-known duties and charges.
• SMBs in India are a powerful lobby against overseas competitors.
• India practises positive initiatives –something like affirmative action – to aid its own small businesses in a manner that could hurt big firms or rivals from overseas.
But make no mistake: the economy is growing up, with de-regulation as well as potential.
Ruby Dhalla, MP from Brampton Springdale, says she knows many success stories of people who have done well in sectors such as retail, real estate, infrastructure and green technologies.
But, like many, she thinks small businesses can get lost in a big maze.
“I want to create a mentorship program -- telling the stories, sharing the experiences,” she says.
I do hope to track down such businesses in the coming days to see how some cracked the puzzles of India's elephant economy—somewhat slow, but strong and sturdy. Like in Delhi, if you get past the foggy traffic jams, the destinations can be alluring.
SOURCE:http://www.theglobeandmail.com/report-on-business/your-business/grow/expanding-the-business/india-land-of-opportunity-for-smbs/article1428170/
BY:Narayan Madhavan
I headed to New Delhi's central district from my home in East Delhi across the Yamuna river to attend a Jan. 7 seminar on Indo-Canadian partnerships for small and medium-sized businesses (SMBs). The nine-kilometre drive took more than an hour because the roads were jammed and police stretched to the limit on a foggy morning.
The jams were mainly caused by Auto Expo 2010, an industry show that symbolizes the opportunities India presents as a fast-growing economy. While everybody from BMW to small Chinese auto-parts makers were showing their wares inside a vast exhibition ground, the roads outside could not cope.
Prime Minister Stephen Harper arrived in New Delhi last November to set in motion a Comprehensive Economic Partnership Agreement (CEPA) with India. The CEPA will pave the way for Indian and Canadian SMBs to enter into joint ventures, franchising arrangements and sub-contracting.
Canada is a skill-oriented economy with businesses in advanced areas such as automotive, aerospace and nuclear energy that could seek a market in India. India, a nation of more than one billion people, 65 per cent of whom are below the age of 35, is teeming with would-be customers. India's middle class is two-thirds the size of the European Union.
However, there are twists and turns to navigate.
“You have a very complex economy,” Canadian diplomat Mario Ste-Marie says. “In Canada you can create a company in 24 hours on the Net. In India it could take months.”
Things are improving with e-governance taking off in India, and entrepreneurs also speak of a decline in corruption, once considered a major obstacle.
“If you really ask me, the only problem I see is in infrastructure,” says Asha Luthra, president of the Indo-Canada Chamber of Commerce.
That may not be the only problem for an SMB from Canada.
Satya Poddar, a partner at accounting firm Ernst & Young, and a former tax expert in Canada's Ministry of Finance, says “Canada is a small country well-served by the bureaucracy. The Indian tiger is caged by bureaucracy and regulation.”
What, you might ask, are the obstacles in an economy that unleashed economic reforms and liberalization 19 years ago?
Consider these, from Mr. Poddar's check list:
• Tax levels in India may be more than what they appear due to a maze of lesser-known duties and charges.
• SMBs in India are a powerful lobby against overseas competitors.
• India practises positive initiatives –something like affirmative action – to aid its own small businesses in a manner that could hurt big firms or rivals from overseas.
But make no mistake: the economy is growing up, with de-regulation as well as potential.
Ruby Dhalla, MP from Brampton Springdale, says she knows many success stories of people who have done well in sectors such as retail, real estate, infrastructure and green technologies.
But, like many, she thinks small businesses can get lost in a big maze.
“I want to create a mentorship program -- telling the stories, sharing the experiences,” she says.
I do hope to track down such businesses in the coming days to see how some cracked the puzzles of India's elephant economy—somewhat slow, but strong and sturdy. Like in Delhi, if you get past the foggy traffic jams, the destinations can be alluring.
SOURCE:http://www.theglobeandmail.com/report-on-business/your-business/grow/expanding-the-business/india-land-of-opportunity-for-smbs/article1428170/
BY:Narayan Madhavan
SPORTXS INDIA'S FIRST SPORTS GEAR RETAIL STORE
Bangalore 11 Jan 2010.
So, the New Year brings some good news for the sporting fiends in the city. Bangalore now has a one-of-its kind Sports Gear destination with SPORTXS inaugurated by Irfan Pathan.
Indian team's Ace Bowler Irfan Pathan at the Opening of SPORTXS, Forum Value Mall, WhitefieldIndian team's Ace Bowler Irfan Pathan at the Opening of SPORTXS, Forum Value Mall, Whitefield
Inaugurated by none other than the ace cricketer Irfan Pathan on January 9, SPORTXS, which is a part of XSIS Promotion India Pvt. Limited, is believed to be India’s first and largest organized ‘Sports Gear’ retail destination.
The newly opened outlet is located at Forum Value Mall in White Field, and is the brainchild of retail entrepreneurs, Monica and Zahir Laliwala. With an aim to promote sports amongst people in the city, particularly the younger crowd, the duo is hopeful that the new outlet will serve as the perfect place to buy sports gear. “As a family, we have been into Sports for almost 25 years now, nay, as we have been into retailing for long, we decided to do something on the Sports Segment too. So, we hit upon the idea of SPORTXS,” said Monica Laliwala, Managing Director, Xsis Promotions Pvt. Limited.
SPORTXS at Forum Value Mall, WhitefieldSPORTXS at Forum Value Mall, Whitefield
The Company now hopes to expand their new venture to other cities, far and wide, in the country. “We will soon open outlets in the Tier II and Tier III cities of the country. Sports is something that every one in the country look forward to, so, we thought a retail outlet like SPORTXS would indeed be very handy for all the sports lovers,” said Ms Laliwala. She added, “Over the next few months, some of the outlets that we are opening will be in places like Ahmedabad, Bangalore, Pune, Indore, Nagpur. And the reason,” she says, “is all of these places have great potential, and the whole idea of sporting exists in most of the people living in these cities. We want to bring about a new concept of sports retailing in the country.”
So, what makes SPORTXS Special? “Backed with a history of promoting retail franchising across India coupled with being a great fan of sporting, it was a dream to create an organized destination for sporting gear such as SPORTXS,” said Ms. Laliwala. She adds: “Through SPORTXS we plan to open up the doors to a variety of audience’s, right from people with the slightest interest in sports to those who are keen on pursuing sports as a hobby, across metro’s, tier II and III cities, pan India.”
Commenting on the launch, Irfan Pathan said, “Compared to the global scenario, there definitely is a need for such a concept to take a shape in India. It is important that the next generation has ample exposure and opportunities towards embracing sports within their lifestyles.” He added, “SPORTXS is definitely a big step towards promoting this and I am happy to be a part of this trend.”
SPORTXS is a sports gear retail destination, and will be a brand under the already existing XSIS Promotions India Pvt. Limited. The place will be a multi brand and multi category concept, which is believed to have over 5000 varieties of Stock Keeping Units across 28 Sports categories and 54 Brands.
So, the New Year brings some good news for the sporting fiends in the city. Bangalore now has a one-of-its kind Sports Gear destination with SPORTXS inaugurated by Irfan Pathan.
Indian team's Ace Bowler Irfan Pathan at the Opening of SPORTXS, Forum Value Mall, WhitefieldIndian team's Ace Bowler Irfan Pathan at the Opening of SPORTXS, Forum Value Mall, Whitefield
Inaugurated by none other than the ace cricketer Irfan Pathan on January 9, SPORTXS, which is a part of XSIS Promotion India Pvt. Limited, is believed to be India’s first and largest organized ‘Sports Gear’ retail destination.
The newly opened outlet is located at Forum Value Mall in White Field, and is the brainchild of retail entrepreneurs, Monica and Zahir Laliwala. With an aim to promote sports amongst people in the city, particularly the younger crowd, the duo is hopeful that the new outlet will serve as the perfect place to buy sports gear. “As a family, we have been into Sports for almost 25 years now, nay, as we have been into retailing for long, we decided to do something on the Sports Segment too. So, we hit upon the idea of SPORTXS,” said Monica Laliwala, Managing Director, Xsis Promotions Pvt. Limited.
SPORTXS at Forum Value Mall, WhitefieldSPORTXS at Forum Value Mall, Whitefield
The Company now hopes to expand their new venture to other cities, far and wide, in the country. “We will soon open outlets in the Tier II and Tier III cities of the country. Sports is something that every one in the country look forward to, so, we thought a retail outlet like SPORTXS would indeed be very handy for all the sports lovers,” said Ms Laliwala. She added, “Over the next few months, some of the outlets that we are opening will be in places like Ahmedabad, Bangalore, Pune, Indore, Nagpur. And the reason,” she says, “is all of these places have great potential, and the whole idea of sporting exists in most of the people living in these cities. We want to bring about a new concept of sports retailing in the country.”
So, what makes SPORTXS Special? “Backed with a history of promoting retail franchising across India coupled with being a great fan of sporting, it was a dream to create an organized destination for sporting gear such as SPORTXS,” said Ms. Laliwala. She adds: “Through SPORTXS we plan to open up the doors to a variety of audience’s, right from people with the slightest interest in sports to those who are keen on pursuing sports as a hobby, across metro’s, tier II and III cities, pan India.”
Commenting on the launch, Irfan Pathan said, “Compared to the global scenario, there definitely is a need for such a concept to take a shape in India. It is important that the next generation has ample exposure and opportunities towards embracing sports within their lifestyles.” He added, “SPORTXS is definitely a big step towards promoting this and I am happy to be a part of this trend.”
SPORTXS is a sports gear retail destination, and will be a brand under the already existing XSIS Promotions India Pvt. Limited. The place will be a multi brand and multi category concept, which is believed to have over 5000 varieties of Stock Keeping Units across 28 Sports categories and 54 Brands.
Franchise Business In India
If you wish to do a business with least amount of risk you can opt for franchise business in India. You must know what the business is all about. In this business a parent company or franchisors lends his brand name and a business system. As a franchise you need to pay for the right to do business under the franchisor’s name and system. The contract by which the two parties are bound is called the franchise.
Franchise Business Opportunities in India
Franchise industry in India has witnessed a growth rate of 25-30 per cent. This makes it one of the fastest growing industries in India. In the next couple of years it is expected to entrench itself further. The Indian fats expanding middle class in India now has more disposable income than before. This augments well for the franchise industry. Franchising as a way of doing business is accepted widely throughout the country.
How to Start Franchise Business?
If you wish to start a franchise business you need to find out what you are quite good or what is it that you enjoy doing. Seek the help of friends and family members to learn more about what kind of franchise to choose. These people particularly family members can give you full support as they will have to bear.
You need to consider fiscal questions, like how much do the franchise cost and the potential earnings from the business. A badly chosen franchise may cause you to loose heavily. And to know all this you need to carry out extensive research. The Franchise Association of India site is a very good starting point, and it provides many good pointers.
Before you start a franchise business make sure all paperwork is in line with franchising guidelines in India. You need to take the advice lawyers and accountants before signing any agreements. It is also important to carry out interviews with present franchises to determine satisfaction within the system.
Important Things to Do:
* Visit and talk to as many franchises as possible.
* Talk to the franchise companies and gather an idea of the previous record of the company. Ask as many questions as possible. Do home work for this purpose.
* Be very thorough in your investigation
* Carry out comparative analysis of other franchises preferably in the same businesses
* Be thoroughly aware of the terms of your agreement
* Room for financial maneuverability is essential. Plan for more expense and less profitability than you think you need.
What to Avoid:
* Never Hurry. Cutting down on research can be risky.
* Avoid being optimistic about your personal finances. Be conservative and realistic
Small Franchise Business in Mumbai, India
Mumbai being the financial capital of India has multitude of business houses which offers franchise opportunities around the country. The range of franchise offered is varied and numerous. You can avail franchise in small businesses like food, greeting cards and gifts, jewelry, fashion houses, beauty parlors, education and lots more. Franchise directories of Mumbai can provide you the list of franchisor in your chosen fields.
Franchising in India can be successfully used to start and expand a business.
Source:http://www.ejobz.in/businesses-in-india/franchisee-business-in-india.html
Franchise Business Opportunities in India
Franchise industry in India has witnessed a growth rate of 25-30 per cent. This makes it one of the fastest growing industries in India. In the next couple of years it is expected to entrench itself further. The Indian fats expanding middle class in India now has more disposable income than before. This augments well for the franchise industry. Franchising as a way of doing business is accepted widely throughout the country.
How to Start Franchise Business?
If you wish to start a franchise business you need to find out what you are quite good or what is it that you enjoy doing. Seek the help of friends and family members to learn more about what kind of franchise to choose. These people particularly family members can give you full support as they will have to bear.
You need to consider fiscal questions, like how much do the franchise cost and the potential earnings from the business. A badly chosen franchise may cause you to loose heavily. And to know all this you need to carry out extensive research. The Franchise Association of India site is a very good starting point, and it provides many good pointers.
Before you start a franchise business make sure all paperwork is in line with franchising guidelines in India. You need to take the advice lawyers and accountants before signing any agreements. It is also important to carry out interviews with present franchises to determine satisfaction within the system.
Important Things to Do:
* Visit and talk to as many franchises as possible.
* Talk to the franchise companies and gather an idea of the previous record of the company. Ask as many questions as possible. Do home work for this purpose.
* Be very thorough in your investigation
* Carry out comparative analysis of other franchises preferably in the same businesses
* Be thoroughly aware of the terms of your agreement
* Room for financial maneuverability is essential. Plan for more expense and less profitability than you think you need.
What to Avoid:
* Never Hurry. Cutting down on research can be risky.
* Avoid being optimistic about your personal finances. Be conservative and realistic
Small Franchise Business in Mumbai, India
Mumbai being the financial capital of India has multitude of business houses which offers franchise opportunities around the country. The range of franchise offered is varied and numerous. You can avail franchise in small businesses like food, greeting cards and gifts, jewelry, fashion houses, beauty parlors, education and lots more. Franchise directories of Mumbai can provide you the list of franchisor in your chosen fields.
Franchising in India can be successfully used to start and expand a business.
Source:http://www.ejobz.in/businesses-in-india/franchisee-business-in-india.html
Mango's Lifestyle Stores In Mumbai,Kolkata,Chandigarh
Mango, the well known Spanish brand, known worldwide for its nightwear, casual wear, and sportswear among others is now aggressively looking at a global expansion plan. The brand plans to open three new stores a week all over the world in the coming year. At the moment, the brand has 1,392 stores across the world. “Spain is our biggest market with 280 stores, followed by France, with a 100 stores,” says Isak Halfon, Executive Vice President, International Franchise & Expansion, Mango.Mango’s new India strategy: open five new stores, rework pricing
The Rs 10,000 crore global company entered India in 2001, with a franchisee partnership with Major Brands. This year, Mango is looking to add five new stores in India. “These will come up by the first half of 2010. We are looking at Mumbai, Kolkata and Chandigarh for these stores. At Rs 50 crores, India contributes only .47 per cent of our global business. With these five new stores, we hope to reach Rs 100 crores this year,” says Halfon.
Halfon says store opening in India has been slow because of issues relating to higher rentals and landlords changing their terms too often. He feels retailing in India is yet to stabilize. “Business is scattered to malls and high streets unlike in West Asia where most of the business for big brands comes from malls. Moreover, India also has to improve its infrastructure a lot,” explains Halfon.
To build its customer base in the country, Mango is now studying the Indian market seriously. “Understanding the Indian pricing, we have reduced our prices by around Rs 300. A basic jeans for women now starts at around Rs 1,700. We have also changed our policy towards our franchisee. Earlier, he had to buy the stocks from us, now it’s on consignment basis. He pays for whatever is sold and the unsold goods are not his responsibility,” Halfon says. This has given confidence to the franchisee partner and though this is the first season after the change, Mango registered a sales growth of 20-25 per cent.
In 2010, the brand is also looking at being present in large format departmental stores as well. “The idea is to increase awareness about the brand by opening flagship stores and attain ‘critical mass’ by having more stores and larger presence,” he explains. Halfon feels with the new pricing, changed policy for franchisee, rational size of new stores and opening more stores, 2010-11 could well be the turning point for Mango in India.
The Rs 10,000 crore global company entered India in 2001, with a franchisee partnership with Major Brands. This year, Mango is looking to add five new stores in India. “These will come up by the first half of 2010. We are looking at Mumbai, Kolkata and Chandigarh for these stores. At Rs 50 crores, India contributes only .47 per cent of our global business. With these five new stores, we hope to reach Rs 100 crores this year,” says Halfon.
Halfon says store opening in India has been slow because of issues relating to higher rentals and landlords changing their terms too often. He feels retailing in India is yet to stabilize. “Business is scattered to malls and high streets unlike in West Asia where most of the business for big brands comes from malls. Moreover, India also has to improve its infrastructure a lot,” explains Halfon.
To build its customer base in the country, Mango is now studying the Indian market seriously. “Understanding the Indian pricing, we have reduced our prices by around Rs 300. A basic jeans for women now starts at around Rs 1,700. We have also changed our policy towards our franchisee. Earlier, he had to buy the stocks from us, now it’s on consignment basis. He pays for whatever is sold and the unsold goods are not his responsibility,” Halfon says. This has given confidence to the franchisee partner and though this is the first season after the change, Mango registered a sales growth of 20-25 per cent.
In 2010, the brand is also looking at being present in large format departmental stores as well. “The idea is to increase awareness about the brand by opening flagship stores and attain ‘critical mass’ by having more stores and larger presence,” he explains. Halfon feels with the new pricing, changed policy for franchisee, rational size of new stores and opening more stores, 2010-11 could well be the turning point for Mango in India.
Cocoberry Frozen Fresh Yogurt & Fruit Dessert Franchise
Delhi-based restaurant chain Cocoberry on Wednesday said it will invest up to Rs 120 crore over the next two years in order to expand in metros and Tier I cities in the country.
The chain, which specialises in frozen fresh yogurt and fruit dessert items, said it will also be looking out for franchise partners to help in expansion.
“We have earmarked an investment of Rs. 120 crore for our pan-India expansion during the next two years. To start with, we are now going to foray beyond Delhi NCR and Mumbai, with 12 new restaurants across cities like Bangalore, Pune and Chennai by March,” Cocoberry Managing Director G.S. Bhalla told PTI.
He said the company is mulling over opening outlets in malls and large format stores as part of its plan to tap the craze for healthy food among urban youngsters and professionals.
The investment will come from the company’s internal accrual and debts, he added.
“Going forward, we plan to open 50 outlets in all metros and Tier I cities by the end of 2010-11,” Mr. Bhalla said.
Cocoberry currently operates seven restaurants in Delhi NCR and Mumbai with an average floor space of 450-750 sq ft.
Mr. Bhalla said the company is also giving franchise licenses to private operators.
“The franchise route is always helpful for geographical expansion. Our first two franchise outlets will open in Bangalore next month,” he said.
Cocoberry is also exploring the option of opening restaurants in large departmental stores and malls.
“We have started talks with some mall owners and retail chains for opening shop-in-shops. We are hopeful of a breakthrough soon,” Mr. Bhalla said, without giving further details.
Cocoberry is aiming to tap the potential demand for health foods like yogurt in the country.
“Yogurt has been a major item in restaurant menus in places like Italy and Korea for over a century. There is a huge unorganised market for frozen yogurt in India also and we want to tap it,” he said
Contemporary brands like Baskin Robbins, Kwality Walls, Natural Ice Creams dominate the ice cream space in India and several other gelato companies are also beginning to gather momentum giving clear signals for consumers seeking more health conscious alternatives to desserts and thats what cocoberry wants to position itself.
The chain, which specialises in frozen fresh yogurt and fruit dessert items, said it will also be looking out for franchise partners to help in expansion.
“We have earmarked an investment of Rs. 120 crore for our pan-India expansion during the next two years. To start with, we are now going to foray beyond Delhi NCR and Mumbai, with 12 new restaurants across cities like Bangalore, Pune and Chennai by March,” Cocoberry Managing Director G.S. Bhalla told PTI.
He said the company is mulling over opening outlets in malls and large format stores as part of its plan to tap the craze for healthy food among urban youngsters and professionals.
The investment will come from the company’s internal accrual and debts, he added.
“Going forward, we plan to open 50 outlets in all metros and Tier I cities by the end of 2010-11,” Mr. Bhalla said.
Cocoberry currently operates seven restaurants in Delhi NCR and Mumbai with an average floor space of 450-750 sq ft.
Mr. Bhalla said the company is also giving franchise licenses to private operators.
“The franchise route is always helpful for geographical expansion. Our first two franchise outlets will open in Bangalore next month,” he said.
Cocoberry is also exploring the option of opening restaurants in large departmental stores and malls.
“We have started talks with some mall owners and retail chains for opening shop-in-shops. We are hopeful of a breakthrough soon,” Mr. Bhalla said, without giving further details.
Cocoberry is aiming to tap the potential demand for health foods like yogurt in the country.
“Yogurt has been a major item in restaurant menus in places like Italy and Korea for over a century. There is a huge unorganised market for frozen yogurt in India also and we want to tap it,” he said
Contemporary brands like Baskin Robbins, Kwality Walls, Natural Ice Creams dominate the ice cream space in India and several other gelato companies are also beginning to gather momentum giving clear signals for consumers seeking more health conscious alternatives to desserts and thats what cocoberry wants to position itself.
Friday, January 22, 2010
Can Professionals Start & Run a Succesful Franchise Business.
Interesting Story of How Professionals can be succesful frantrepreneurs:
For many of us cooped up in offices and working against punishing deadlines, the ultimate dream is of quitting the rat race to follow our passion and be one’s own boss. But, for most, it remains just that: a chimera that we hesitate to translate into action due to life’s practicalities. Fortunately, there are some – like Aniruddha Gharat, Vijay Kumar and Aparna Tomar – who left their comfort zones to plunge into the unknown.
Franchisees of Little Italy (managed by Shubham Foods – the company they created) the trio earlier worked in the Information Technology sector. Aniruddha says that it was IT that brought him to Bangalore but, after 15 years, he began to feel “Enough is enough”. Not that the industry was treating him badly. Far from it.
Having been with Infosys for a considerable period, he led a very comfortable life. But there was a restlessness that had him toying with the idea of setting up his own business. His wife – a dentist, supported him as he contemplated farming and hotel business. Avid foodies, they were naturally drawn to the latter.
In 2007 Aniruddha left Infosys and joined Satyam even as he evaluated possibilities in the food sector. Though bent on becoming an entrepreneur, he was concerned about having a safety net so his focus was on a franchise. “It was in the middle of this that we happened to be looking for a venue for our younger son’s birthday celebration,” recollects Aniruddha.
“Someone recommended Little Italy in Indiranagar (which closed down recently). I was impressed with the model. And it was a franchise! So I started doing homework on the brand.” Meanwhile, he talked to Vijay – former colleague, car pool partner, neighbour, long time friend and a foodie.
Like Aniruddha, Infosys had brought Vijay to the city. Equally keen to do something on his own, Vijay became part of the venture without hesitation. Together they met the Chief Managing Director (CMD) of Little Italy in Mumbai who showed them around the branches in that city and in Pune. He also introduced them to Aparna and her husband Navin, who were already interested in the franchise.
Aparna had earlier worked with IBM and TechMahindra in Bangalore. Realising that they were comfortable as a team, the three joined forces. In late January 2009 their business venture became operational in a two storied leased property in a quiet by lane of Koramangala. Serving the trademark vegetarian Italian and Mexican cuisines that Little Italy is known for, it became the 25th branch in the country.
With the capital being raised between the three and pooled into the venture, the financial stakes were high. They could not afford a failure. So in between the euphoria of finally flying on one’s own, there was also the apprehension of waiting to break even. “The restaurant started making profits four to five months down the line,” so it wasn’t too bad,” says Aniruddha.
“But we had to spend quite a bit on the bar license,” he adds. He admits that the challenge of tackling these kinds of issues is difficult for people who come from middle class families. “As a salaried person, you are shielded from the realities of the business sector. Besides, you are brought up with certain values like being ethical in your dealings. This was like going against our principles. However, you cannot let such things be a deterrent to your goal. You have to be mentally strong.”
You also must be passionate about your work and have complete family support. “On weekends, when most people take time off, we have to be around to deal with anything that crops up. And then there’s the minor issue of income,” points out Aniruddha, wryly. Since most of the profits are ploughed back into the business, the take home packet is rather small when compared to the fat salaries they once earned. “Earlier, we used to spend on anything we wanted. Now, we think before we spend,” he says.
For smoother operations, the three partners have divided tasks. Aniruddha interacts with guests and looks after customer service and communication aspects; Aparna handles HR and kitchen operations and Vijay manages the inventory and stores. But all three are hands on, with each one individually capable of handling day to day issues at the restaurant.
Close to a year since its inception, the restaurant has grown rather popular, largely through word of mouth publicity. Go on any day and you see a wide spectrum of people – families from the many residential complexes around, professionals from the IT industry seeking a fine dining option for a working lunch and youngsters from the nearby colleges and shopping mall. The weekday buffet, recently introduced, is a major draw for those looking for value for money.
The buffet, a difficult concept in Italian cuisine, is only followed in two Little Italy branches – in Hyderabad and here. “The advantage of being a franchisee of this brand is that we have creative freedom when it comes to the menu and décor, as well as the ability to price according to competition,” says Aniruddha. “At the same time, there is support from the main office such as a central staff pool from which we can draw if we have a problem. If you are a newcomer to this industry, it is better to go in for the franchise model since this kind of operational support is critical,” she adds.
For budding entrepreneurs who are worried about the capital investment, Aniruddha has this advice: “Banks give loans at attractive interest rates. But draw up a sound and convincing business plan and you could approach even venture capitalists for funding.”
So are these entrepreneurs thinking of an encore? “When we were researching for this venture, we had some other ideas like floriculture and organic farming. While the next logical step would be to do something in the food business, Vijay and I always talk of writing a book together,” says Aniruddha. “Who knows, someday we might give Chetan Bhagat a run for his money!” he ripostes with a grin.
Like Aniruddha, Aparna & Vijay, even you could choose the right franchise opportunity for yourself and venture out to taking up tried, tested and proven franchise business concepts.
Please speak to India's Finest Franchise Consultants on 09844443200 to help you understand a business that fits your profile.Visit www.sparkleminds.com
For many of us cooped up in offices and working against punishing deadlines, the ultimate dream is of quitting the rat race to follow our passion and be one’s own boss. But, for most, it remains just that: a chimera that we hesitate to translate into action due to life’s practicalities. Fortunately, there are some – like Aniruddha Gharat, Vijay Kumar and Aparna Tomar – who left their comfort zones to plunge into the unknown.
Franchisees of Little Italy (managed by Shubham Foods – the company they created) the trio earlier worked in the Information Technology sector. Aniruddha says that it was IT that brought him to Bangalore but, after 15 years, he began to feel “Enough is enough”. Not that the industry was treating him badly. Far from it.
Having been with Infosys for a considerable period, he led a very comfortable life. But there was a restlessness that had him toying with the idea of setting up his own business. His wife – a dentist, supported him as he contemplated farming and hotel business. Avid foodies, they were naturally drawn to the latter.
In 2007 Aniruddha left Infosys and joined Satyam even as he evaluated possibilities in the food sector. Though bent on becoming an entrepreneur, he was concerned about having a safety net so his focus was on a franchise. “It was in the middle of this that we happened to be looking for a venue for our younger son’s birthday celebration,” recollects Aniruddha.
“Someone recommended Little Italy in Indiranagar (which closed down recently). I was impressed with the model. And it was a franchise! So I started doing homework on the brand.” Meanwhile, he talked to Vijay – former colleague, car pool partner, neighbour, long time friend and a foodie.
Like Aniruddha, Infosys had brought Vijay to the city. Equally keen to do something on his own, Vijay became part of the venture without hesitation. Together they met the Chief Managing Director (CMD) of Little Italy in Mumbai who showed them around the branches in that city and in Pune. He also introduced them to Aparna and her husband Navin, who were already interested in the franchise.
Aparna had earlier worked with IBM and TechMahindra in Bangalore. Realising that they were comfortable as a team, the three joined forces. In late January 2009 their business venture became operational in a two storied leased property in a quiet by lane of Koramangala. Serving the trademark vegetarian Italian and Mexican cuisines that Little Italy is known for, it became the 25th branch in the country.
With the capital being raised between the three and pooled into the venture, the financial stakes were high. They could not afford a failure. So in between the euphoria of finally flying on one’s own, there was also the apprehension of waiting to break even. “The restaurant started making profits four to five months down the line,” so it wasn’t too bad,” says Aniruddha.
“But we had to spend quite a bit on the bar license,” he adds. He admits that the challenge of tackling these kinds of issues is difficult for people who come from middle class families. “As a salaried person, you are shielded from the realities of the business sector. Besides, you are brought up with certain values like being ethical in your dealings. This was like going against our principles. However, you cannot let such things be a deterrent to your goal. You have to be mentally strong.”
You also must be passionate about your work and have complete family support. “On weekends, when most people take time off, we have to be around to deal with anything that crops up. And then there’s the minor issue of income,” points out Aniruddha, wryly. Since most of the profits are ploughed back into the business, the take home packet is rather small when compared to the fat salaries they once earned. “Earlier, we used to spend on anything we wanted. Now, we think before we spend,” he says.
For smoother operations, the three partners have divided tasks. Aniruddha interacts with guests and looks after customer service and communication aspects; Aparna handles HR and kitchen operations and Vijay manages the inventory and stores. But all three are hands on, with each one individually capable of handling day to day issues at the restaurant.
Close to a year since its inception, the restaurant has grown rather popular, largely through word of mouth publicity. Go on any day and you see a wide spectrum of people – families from the many residential complexes around, professionals from the IT industry seeking a fine dining option for a working lunch and youngsters from the nearby colleges and shopping mall. The weekday buffet, recently introduced, is a major draw for those looking for value for money.
The buffet, a difficult concept in Italian cuisine, is only followed in two Little Italy branches – in Hyderabad and here. “The advantage of being a franchisee of this brand is that we have creative freedom when it comes to the menu and décor, as well as the ability to price according to competition,” says Aniruddha. “At the same time, there is support from the main office such as a central staff pool from which we can draw if we have a problem. If you are a newcomer to this industry, it is better to go in for the franchise model since this kind of operational support is critical,” she adds.
For budding entrepreneurs who are worried about the capital investment, Aniruddha has this advice: “Banks give loans at attractive interest rates. But draw up a sound and convincing business plan and you could approach even venture capitalists for funding.”
So are these entrepreneurs thinking of an encore? “When we were researching for this venture, we had some other ideas like floriculture and organic farming. While the next logical step would be to do something in the food business, Vijay and I always talk of writing a book together,” says Aniruddha. “Who knows, someday we might give Chetan Bhagat a run for his money!” he ripostes with a grin.
Like Aniruddha, Aparna & Vijay, even you could choose the right franchise opportunity for yourself and venture out to taking up tried, tested and proven franchise business concepts.
Please speak to India's Finest Franchise Consultants on 09844443200 to help you understand a business that fits your profile.Visit www.sparkleminds.com
Sunday, January 10, 2010
Cuppa Franchise
FRANCHISING CUPPA – AN OPPORTUNITY TO BE A PARTNER IN PROFIT
Cuppa, in a bid to revive the Indian Tradition of tea drinking has launched a chain of cafes under the brand name ‘CUPPA’. The flagship Café was launched in February 2009, at J.P.Nagar, Bangalore. Cuppa will soon be inaugurating four more outlets across Bangalore.
THE CUPPA FORMULA
Cuppa will run its cafes through a network of franchise outlets some of which will be company owned and others will be run by ‘partners in profit’. Cuppa is India’s first nationwide chain of cafes, with huge potential for growth as it brings alive old traditions, albeit with the modern twist of innovative blends.
Cuppa is looking at aggressive growth. From the first café that opened in February 2009 in Bangalore, they aim to have 300 cafes, across India by the end of 2011. Café Coffee Day opened just a handful of cafes in the first 5 years of operation.
Cuppa is targeted at the Urban Indian Youth – from the age group of 20 to 35. The attractive interiors and the exciting menu will make it a ‘youth hangout of choice’. The competitive price will bring the cuppa experience within the reach of college students and the young executives who will be attracted by the sheer energy of the place and the wide range of beverages and snacks.
THE CUPPA EXPERIENCE
Cuppa promises
• An innovative range of teas, coffees and cold beverages
• Delectable snacks
• World-class customer experience
• Trained and well informed staff
• Great ambience, décor and comfort
• Open kitchen
• Localisation of menu
• International standards of quality, service and cleanliness
• Cuppa Card – Our loyalty program for loyal customers
THE CUPPA MENU
Cuppa understands the difference between a good cup and a great cup.
They start at the very beginning – at the source. The finest ‘two-leaves-and-a-bud’ and the finest beans are sourced directly from the estates to ensure freshness, superior flavour, consistent quality and a customer who will come back for more.
Only the finest, 100% pure tea from Darjeeling & Assam and coffee from the estates of Chickmangalur, go in to our brews. For those looking for an international flavour, we have teas from China, Srilanka and South Africa. Our dedicated tasters take their job seriously and ensure that our customers enjoy every sip.
The Cuppa menu includes 32 teas and 17 coffees, ranging from the mundane Assam Tea to the Cuppa Signature Brew for the more adventurous.
THE CUPPA FRANCHISE FORMAT
Cuppa will operate through Franchisees across the country. There are three franchisee formats proposed, ranging from the 450-500 sq ft format in shopping malls to the 1000-1200 sq ft format on high streets.
450-500 sq ft area
Franchising Fee Rs 3,00,000
Equipment Rs 5,00,000
Furniture & Fixtures Rs 2,00,000
Interiors Rs 6,50,000
Total Investment Rs 16,50,000
Royalty Fees 8%
Marketing Fees 4%
Space Cost (Deposit) Rs 5,00,000
*The costs can vary as these are approximate costs.
THE CUPPA FRANCHISE FORMAT
750 – 800 sqft area
Franchising Fee Rs 4,00,000
Equipment Rs 5,00,000
Furniture & Fixtures Rs 3,00,000
Interiors Rs 10,40,000
Total Investment Rs 22,40,000
Royalty Fees 8%
Marketing Fees 4%
Space Cost (Deposit) Rs 8,00,000
*The costs can vary as these are approximate costs.
Visit www.sparkleminds.com if you are seeking a cafe franchise and we could help you choose a franchise of your choice.
Cuppa, in a bid to revive the Indian Tradition of tea drinking has launched a chain of cafes under the brand name ‘CUPPA’. The flagship Café was launched in February 2009, at J.P.Nagar, Bangalore. Cuppa will soon be inaugurating four more outlets across Bangalore.
THE CUPPA FORMULA
Cuppa will run its cafes through a network of franchise outlets some of which will be company owned and others will be run by ‘partners in profit’. Cuppa is India’s first nationwide chain of cafes, with huge potential for growth as it brings alive old traditions, albeit with the modern twist of innovative blends.
Cuppa is looking at aggressive growth. From the first café that opened in February 2009 in Bangalore, they aim to have 300 cafes, across India by the end of 2011. Café Coffee Day opened just a handful of cafes in the first 5 years of operation.
Cuppa is targeted at the Urban Indian Youth – from the age group of 20 to 35. The attractive interiors and the exciting menu will make it a ‘youth hangout of choice’. The competitive price will bring the cuppa experience within the reach of college students and the young executives who will be attracted by the sheer energy of the place and the wide range of beverages and snacks.
THE CUPPA EXPERIENCE
Cuppa promises
• An innovative range of teas, coffees and cold beverages
• Delectable snacks
• World-class customer experience
• Trained and well informed staff
• Great ambience, décor and comfort
• Open kitchen
• Localisation of menu
• International standards of quality, service and cleanliness
• Cuppa Card – Our loyalty program for loyal customers
THE CUPPA MENU
Cuppa understands the difference between a good cup and a great cup.
They start at the very beginning – at the source. The finest ‘two-leaves-and-a-bud’ and the finest beans are sourced directly from the estates to ensure freshness, superior flavour, consistent quality and a customer who will come back for more.
Only the finest, 100% pure tea from Darjeeling & Assam and coffee from the estates of Chickmangalur, go in to our brews. For those looking for an international flavour, we have teas from China, Srilanka and South Africa. Our dedicated tasters take their job seriously and ensure that our customers enjoy every sip.
The Cuppa menu includes 32 teas and 17 coffees, ranging from the mundane Assam Tea to the Cuppa Signature Brew for the more adventurous.
THE CUPPA FRANCHISE FORMAT
Cuppa will operate through Franchisees across the country. There are three franchisee formats proposed, ranging from the 450-500 sq ft format in shopping malls to the 1000-1200 sq ft format on high streets.
450-500 sq ft area
Franchising Fee Rs 3,00,000
Equipment Rs 5,00,000
Furniture & Fixtures Rs 2,00,000
Interiors Rs 6,50,000
Total Investment Rs 16,50,000
Royalty Fees 8%
Marketing Fees 4%
Space Cost (Deposit) Rs 5,00,000
*The costs can vary as these are approximate costs.
THE CUPPA FRANCHISE FORMAT
750 – 800 sqft area
Franchising Fee Rs 4,00,000
Equipment Rs 5,00,000
Furniture & Fixtures Rs 3,00,000
Interiors Rs 10,40,000
Total Investment Rs 22,40,000
Royalty Fees 8%
Marketing Fees 4%
Space Cost (Deposit) Rs 8,00,000
*The costs can vary as these are approximate costs.
Visit www.sparkleminds.com if you are seeking a cafe franchise and we could help you choose a franchise of your choice.
Tuesday, January 5, 2010
Fastrack to Cross 50 Exclusive Stores by April 2010
Fastrack, a fashion accessories brand from Titan Industries Ltd, is mulling to take the number of its exclusive stores to 50 across the country by April 2010, majority of them through franchise model.
According to Fastrack vice president and head Ronnie Talati, most of the outlets would be operated on franchise model with an investment of Rs 40-50 lakh, and a floor space of 400-500 sq ft.
“Since the launch of our first exclusive Fastrack store in Pune, the brand has received tremendous response in Vizag, Chennai, Bangalore, Bhubaneshwar, Thane and Nashik with Fastrack stores. With the launch of new stores at Begumpet and Himayatnagar in Hyderabad, we now have 13 Fastrack exclusive stores and seven kiosks,” Talati added.
The perspective plan envisages setting up of 50 stores in the country by April 2010 and then expands this further to a chain of over 100 outlets by next year. “We have set up a few of these stores as demonstration points and receive enquires for new stores. In fact, several of the dealers of Titan stores are keen to set up Fastrack stores,” Talati told reporters on the launch of two new stores in Hyderabad.
“Finding a right place to set up a store is a key challenge for us. Once we do so, we are able to roll it out soon. The choice of location of a store is also dependent on how fast we can secure a property. With the slowdown in the real estate market, we see opportunities. However, finding a store of 400 to 600 ft in larger malls takes time,” said Talati.
The brand, whose mainstay is watches and sunglasses, forayed into accessories like belts, hats and bags this year and expects to reach a sales figure of Rs 360 crore with a growth rate of 25 per cent over last year.
“With the expansion of products in the Fastrack stores, covering accessories, most stores are breaking even within the very first year of operation as against our initial estimates of two years. The sales revenues from accessories would contribute 15-20 per cent to our revenues over the next five years," said Talati.
The brand would roll out more designs and models of various accessories like bags, belts, and leatherettes every month, Talati said, adding that they have no intention of bringing foreign brands to India.
According to Fastrack vice president and head Ronnie Talati, most of the outlets would be operated on franchise model with an investment of Rs 40-50 lakh, and a floor space of 400-500 sq ft.
“Since the launch of our first exclusive Fastrack store in Pune, the brand has received tremendous response in Vizag, Chennai, Bangalore, Bhubaneshwar, Thane and Nashik with Fastrack stores. With the launch of new stores at Begumpet and Himayatnagar in Hyderabad, we now have 13 Fastrack exclusive stores and seven kiosks,” Talati added.
The perspective plan envisages setting up of 50 stores in the country by April 2010 and then expands this further to a chain of over 100 outlets by next year. “We have set up a few of these stores as demonstration points and receive enquires for new stores. In fact, several of the dealers of Titan stores are keen to set up Fastrack stores,” Talati told reporters on the launch of two new stores in Hyderabad.
“Finding a right place to set up a store is a key challenge for us. Once we do so, we are able to roll it out soon. The choice of location of a store is also dependent on how fast we can secure a property. With the slowdown in the real estate market, we see opportunities. However, finding a store of 400 to 600 ft in larger malls takes time,” said Talati.
The brand, whose mainstay is watches and sunglasses, forayed into accessories like belts, hats and bags this year and expects to reach a sales figure of Rs 360 crore with a growth rate of 25 per cent over last year.
“With the expansion of products in the Fastrack stores, covering accessories, most stores are breaking even within the very first year of operation as against our initial estimates of two years. The sales revenues from accessories would contribute 15-20 per cent to our revenues over the next five years," said Talati.
The brand would roll out more designs and models of various accessories like bags, belts, and leatherettes every month, Talati said, adding that they have no intention of bringing foreign brands to India.
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