Managing Director, Godrej Nature’s Basket, talks to b&e’s angshuman paul about the peculiarities of the industry and the company’s future plans
B&E: How does Nature’s Basket plan to leverage from the other businesses of Godrej group?
MK: We are leveraging from various other FMCG businesses. We would be selling all our food products in the stores. However, we are yet to implement other way of leveraging. We are planning to share our retail presence or even buy retail properties together.
B&E: Frankly, do you think the Indian market is prepared for a concept like gourmet retailing?
MK: There’s a huge demand for exotic foods, especially things like dried herbs, wines, which you get only abroad or is imported into the country. This is what creates the base for gourmet retailing. Even last year, irrespective of the global slowdown, the Indian economy registered healthy growth numbers. The metro lifestyle is witnessing a change; there is a growing liking for good food and this is what makes us feel that there is a market for gourmet retailing – if not in the mass level, then in the niche category.
B&E: What are your investment plans; have you reached the break-even point as of now?
MK: We don’t believe in announcing investment figures – we invest wherever we find it’s necessary. At this time, it’s too early to comment on if whether we have reached the break-even point or not; but I should mention that we have been growing at a rate of 80% and segments like assortment retailing, wine & bear retailing have been doing phenomenally well with significant contributions towards our turnover.
B&E: It’s said that to shine in the retail industry, it’s crucial to have a sturdy base of logistics. You have paid heed to this – but how much?
MK: I think and we strongly believe that you should not open a retail store if you don’t have a logistics plan for that particular retail store. We deal with 400 importers as most of our products come from overseas; and then we have our own storage procedures ensuring the quality of the goods and its freshness are maintained.
B&E: Food Bazaar and Spencer respectively from the Future Group, and even RPG are focusing a lot on creating inhouse brands. Will you follow suit?
MK: No, not as of now. Like I said before, we don’t believe in doing things just because other players are doing it. We rolled out an inhouse brand in organic mangoes at a time when no other players were offering the same.
B&E: How does Nature’s Basket plan to leverage from the other businesses of Godrej group?
MK: We are leveraging from various other FMCG businesses. We would be selling all our food products in the stores. However, we are yet to implement other way of leveraging. We are planning to share our retail presence or even buy retail properties together.
B&E: Frankly, do you think the Indian market is prepared for a concept like gourmet retailing?
MK: There’s a huge demand for exotic foods, especially things like dried herbs, wines, which you get only abroad or is imported into the country. This is what creates the base for gourmet retailing. Even last year, irrespective of the global slowdown, the Indian economy registered healthy growth numbers. The metro lifestyle is witnessing a change; there is a growing liking for good food and this is what makes us feel that there is a market for gourmet retailing – if not in the mass level, then in the niche category.
B&E: What are your investment plans; have you reached the break-even point as of now?
MK: We don’t believe in announcing investment figures – we invest wherever we find it’s necessary. At this time, it’s too early to comment on if whether we have reached the break-even point or not; but I should mention that we have been growing at a rate of 80% and segments like assortment retailing, wine & bear retailing have been doing phenomenally well with significant contributions towards our turnover.
B&E: It’s said that to shine in the retail industry, it’s crucial to have a sturdy base of logistics. You have paid heed to this – but how much?
MK: I think and we strongly believe that you should not open a retail store if you don’t have a logistics plan for that particular retail store. We deal with 400 importers as most of our products come from overseas; and then we have our own storage procedures ensuring the quality of the goods and its freshness are maintained.
B&E: Food Bazaar and Spencer respectively from the Future Group, and even RPG are focusing a lot on creating inhouse brands. Will you follow suit?
MK: No, not as of now. Like I said before, we don’t believe in doing things just because other players are doing it. We rolled out an inhouse brand in organic mangoes at a time when no other players were offering the same.
For more articles, Click on IIPM Article.
Source : IIPM Editorial, 2010.
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
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