Case Analysis on The Goli Vada Pav
Case study on The Goli Vada Pav-Fast Food of India
EABD ASSIGNMENT
Submitted to Dr.Samik Shome
Submitted by
Group 3
Arpit Gupta
Soumen Kumar Ghoshal
Muhamed Jaseem
Chaitra Reddy
Vikas M
INDEX
S.NO
CONTEXT
PAGE NUMBER
1
Abstract
3
2
Statement of Problem
5
3
Issues Analysis
6
4
Alternative plan
8
5
Plan of action
9
6
Conclusions
11
7
Questions & Answers
12
ABSTRACT
VenkateshIyer with a background in commerce, dreamed of making a QSR which was very Indian, something that could generate edication, employement and entrepreneurship for the imderpreiveiledindianyourth.The Indian food retail sector was unorganized and largely catered to by small independent local vendors at the time.
When VenkateshIyer co-founded GoliVadaPav with Shiv Menon in 2004, he saw a big opportunity in selling affordable, clean, ethnic fast food to lower-income customers in India.
Mr Venkatesh, now the CEO, saw a potential market of 500million mostly teenage and young adult Indians paying Rs10 or more to eat a vadapav, a typical Mumbai street-food dish of a spicy vegetable patty in a bun. He was also counting on big social changes under way in India, including longer commutes for lower-middle-class Indians, who he noted “don’t have so much time for food”.
GoliVadaPav would occupy a potentially lucrative spot between traditional street-food vendors and global chains. The goal was to sell hygienically prepared food with an authentic touch. Even after being laughed at by investors and banks he went ahead to open his 1st QSR at Lakshmi market.
The company ran into problems soon after it started to expand.Thehandmade patties varied in quality and had a short shelf life, and some were pilfered. Also, steep rises in raw material costs put margins under pressure.
In November 2006 the bank gave GVPPL 10 days to stop the losses resulting
EABD ASSIGNMENT
Submitted to Dr.Samik Shome
Submitted by
Group 3
Arpit Gupta
Soumen Kumar Ghoshal
Muhamed Jaseem
Chaitra Reddy
Vikas M
INDEX
S.NO
CONTEXT
PAGE NUMBER
1
Abstract
3
2
Statement of Problem
5
3
Issues Analysis
6
4
Alternative plan
8
5
Plan of action
9
6
Conclusions
11
7
Questions & Answers
12
ABSTRACT
VenkateshIyer with a background in commerce, dreamed of making a QSR which was very Indian, something that could generate edication, employement and entrepreneurship for the imderpreiveiledindianyourth.The Indian food retail sector was unorganized and largely catered to by small independent local vendors at the time.
When VenkateshIyer co-founded GoliVadaPav with Shiv Menon in 2004, he saw a big opportunity in selling affordable, clean, ethnic fast food to lower-income customers in India.
Mr Venkatesh, now the CEO, saw a potential market of 500million mostly teenage and young adult Indians paying Rs10 or more to eat a vadapav, a typical Mumbai street-food dish of a spicy vegetable patty in a bun. He was also counting on big social changes under way in India, including longer commutes for lower-middle-class Indians, who he noted “don’t have so much time for food”.
GoliVadaPav would occupy a potentially lucrative spot between traditional street-food vendors and global chains. The goal was to sell hygienically prepared food with an authentic touch. Even after being laughed at by investors and banks he went ahead to open his 1st QSR at Lakshmi market.
The company ran into problems soon after it started to expand.Thehandmade patties varied in quality and had a short shelf life, and some were pilfered. Also, steep rises in raw material costs put margins under pressure.
In November 2006 the bank gave GVPPL 10 days to stop the losses resulting