Restaurant Brands

The company’s product innovation is customer driven. From just a single client to start with, the company today has an impressive list, including almost all of the Yum restaurant brands (Pizza Hut, KFC etc – the company has twice won ‘Supplier of the year’ award from Yum restaurants), Barista Pizza Corner, Dominos Pizza, Taj Air Caterers among others. The company has also entered the retail segment to make its products available at common households. To effectuate the retail plans, the company has tied up with Pantaloon.

For Complete IIPM - Article, Click on IIPM-Editorial Link

Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

McDonald's, Pizza Hut, Barista...

Indian corporations surely seem to be in the know of phenomenal gumption and confidence to fight foreign brands on home-turf. Retail is surely in! On the food front, while McDonald’s has already invested Rs.800 crores, it plans to invest an additional Rs.300 crores in the next three years and open at least 100 more outlets! While no MNC has been able to stand up to the might of Amul, the company is taking no chances and it too has expansion plans up its sleeve and plans to increase its ice-cream outlets from 60,000 to 80,000 this year. Not to be left behind, Shopper’s Stop has been keeping an eye on the changing food habits of youngsters and is planning to set up food carts, which would give tough competition to the likes of McDonald’s, Pizza Hut & Barista etc. With almost everyone planning huge expansion plans, what exactly are the various factors that are key to operating a successful retail chain? Especially given the fact that retail is a “people oriented” business, and the way one interacts with customers is of paramount importance – the customer of today is very aware, very discerning; he is more demanding and winning his loyalty is tough – so how do you keep them flocking in?

For Complete IIPM - Article, Click on IIPM-Editorial Link

Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

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IIPM-Publications:- LOCATION

If there are three things to keep in mind while opening a retail outlet, they would be (1)Location! (2)Location! (3)Location! Yes, that’s how important it is. While there perhaps can be no location better than Oxford Street for a retailer to ensure that people pop in at least once to take a look, Wal-Mart, on the other hand, located itself in small towns – which none of the other big retailers were targeting – and soon became a roaring success. In straightforward terms, the outlet’s location should be within easy distance of the target audience. ITC made its e-chaupals highly successful by locating themselves near their target audience – the villagers who earlier had no shopping opportunities. The corollary is that one needs to understand extremely well the demographic profile of customers residing within the geographical area in consideration. Simply said, open a high-end store in the high-end part of a town; and a low-end one, in the low-end part. Take time to choose the right location. It’s worth it!

For Complete IIPM - Article, Click on IIPM-Editorial Link

Source:- IIPM-Business and Economy, Initiative:- Prof. Arindam Chaudhuri - 2006

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Nuclear-Family-In Nuclear-Meltdown

Both halves of this euphemism manifest themselves here. Meet Marshall and Joyce Harriman, a brace of conjugal jihadis embodying the nuclear-family-in nuclear- meltdown. All out of love and in the throes of an acrimonious divorce they wrangle, when like a bolt from the blue life comes thundering down the luckless Twin Towers. On a warm summer morning, Joyce makes a beeline for Newark Airport to catch a flight to San Francisco (the doomed United Flight 93) and Marshall trudges to his office in the World Trade Center. She misses boarding the flight, and he’s late for work, but in a city soon wrecked by devastation with millions venting their angst and trepidation at this cruel throw of dice, each believes the other to be deceased, furtively (and wickedly) jubilant at this unforeseen bounty showered their way! Nevertheless, serendipity does not strike at the dawn of epiphany.

For Complete IIPM - Article, Click on IIPM-Editorial Link

Source:- IIPM-Business and Economy, Editor:- Prof. Arindam Chaudhuri - 2006

Ethanol From Sugarcane

Brazil, China, India and Thailand have started to produce Ethanol from sugarcane that can be mixed with costly gasoline to ease the energy burden of consumers. Transport companies focus on bio diesel, produced from rapeseed in the European Union, soybeans in the USA and vegetable oils in Malaysia and the Philippines. India tries to substitute diesel with a liquid from Jatropha and Karanja plants and has come to the point where ethanol fuel is sold at more or less the same price of conventional gasoline. According to a recent World Bank study, Indian ethanol sells between Rs.19.75 and Rs.22.50 per litre. This compares to city gas prices of Rs.21 and maybe Rs.30 and more by year-end, depending on the geopolitical energy situation.

For Complete IIPM - Article, Click on IIPM-Editorial Link

Source:- IIPM-Business and Economy, Editor:- Prof. Arindam Chaudhuri - 2006