eB2B startups & their challenges

The last three years were very much dynamics because of the fortified events of developments going on in the retail sector in India. Startups were getting huge funding and at the same time, Investors were enjoying the curry. Investors' big love remain with the tech startups and were ready to burn the money like crazy. 

But now the scenario is changed. There is a list of eB2B players who raised billions of dollars during the last 3 years. Most of them become unicorns. Expanded to other cities like crazy. Some of them infused millions of dollars in setting up distribution centers, employing a big army of manpower, burning millions on marketing, and building up losses.  Retailers were in the middle of every eB2B startup. 

In this movement, more than a hundred startups are working in bits & pieces in their territories but few of them could succeed to play at the national level.  If I count on fingers only three or four startups are working very closely in Grocery retail.  Some of them are working in 28 locations i.e. states including 200 cities and more than 10000 pin codes, and some are working in one or two states but all have the same set of problems that they are encountering in their daily operations. 

I will not mention the names of those startups working closely in eB2B grocery retail but yes you will understand who will be all about.  First of all, I will try to explain the need for eB2B players in this ecosystem of grocery retail and will discuss why they are not able to provide the so-called solutions.

The emergence of Technology:  Till 2012 speed of the internet was paced mildly by the broadband connections and had limitations of reach to many tiers 2 and tiers 3 cities.   We can't say that e-commerce was not there at that time.  Most of the B2B players were using web applications so they were sticking to their seats only and thus could not find it more aggressive.  Startups like Indiamart, TradeInida, and many other e-commerce players were the pioneer of their time.  Still, Indiamart is doing good. It is all about the vision of Promoters. Transactions started taking place with the availability of Chinese smartphones in the Indian market. Retailers and consumers started using the best features of these phones. Marketplace models like Amazon and Flipkart started onboarding sellers on their platforms. end Consumers started ordering merchandise through Mobile Applications.  This has given a big momentum to the B2B players and they started focusing on technology.  A fever of investment cartels started coming to India from Silicon Valley from 2013 onwards. VC i.e. Venture Capital funds cartel employing IIM Alumni as their fund manager and they started collaborating with Technocrats. A kind of lobby was built, however, it is not that true as the founders of Oyo, and Paytm were not from that background but yes 70-80% of startups and investors are from top B-schools.  Last week I met a former founder of  Payment QR fintech. He said that if you are not from IIT or IIM or from Oxford or a top funding company you will not get funding. It is sure that 99% of the chance is that you will not be entertained by investors. This is a big cartel of like-minded people. and like-minded is all about being from the same community. But, my mindset was not to take it with me so why should it happen. I am a businessman carrying a business mindset and I know how to run a profitable business so I know about it. How fresher who came from IIT or IIM  know about business sense. But, I can't discuss this here as it is a different matter and thought.  

Startups started working on Ideas and started disrupting the existing markets. There was only one feature that was working at that time - Technology led startup or Tech Driven founded by the IIT-ians or technocrats.  The focus was given to the Retail sector keeping in mind the size of the market and opportunities.  The thought behind eB2B commerce was to disrupt the market through direct reach to the retailers and that had happened only by way of eliminating the middlemen. But, what made them start these business models in India.  Let's work on this. 

Why eB2B players entering Grocery Retail

Indian retail market is huge in size.  GDP of the entire African countries included with many European countries is equal to the Indian Retail market size. A market of USD 800 billion itself a huge amount to count and out of which 60 % market is grocery retail. As per the market sources, this size will be more than USD1.3 trillion by 2030 or more.  More than 14 million retailers represent the market. Indian retail mainly in FMCG is channelized by a robust distribution system.  More than 35000 distributors are working in FMCG & Grocery sector carrying brands of more than 5000+ manufacturers. The traditional system of distribution was carrying the middlemen like CFA, Super stockiest, Distributors, and wholesalers. The retailers were their customers. Indian traditional distribution system is robust and it got these wings after years of hard work and innovations.  FMCG companies like HUL, P&G, Dabur, Nestle, and many more have robust distribution systems. 

Now, startups started working on this segment by way of creating efficiencies.  What were those efficiencies? 

• Reaching Direct to Retailers
• Eliminating middle man
• Technology-driven - Mobile Application in the hand of retailers & their FOS.
• Data Analytics

They found that retailers are facing various issues like dealing with multiple distributors, uncompetitiveness, price discovery, ease of reordering, not getting the benefit of bulk buying, and Not getting proper credit in managing vendor Payments, expiry, and space almost they find that retailers need to be empowered in a way of giving them centralized supply solutions.  This is the problem they are facing in a big way. Providing Centralise Supply to Retailers is the solution and giving Sellers/ Brands a one-stop distribution solution that they don't need to go behind traditional distributors. This way brands can save money, time, and energy working.  As such, there is no issue in the business model. Technology is giving wings to it and everyone can manage their stuff.  This way their target customer is Retailers.

Year 2017 onward we have seen many big names in eB2B, some of them started working as marketplace models, some started as standalone direct-to-retail models, and others started on hybrid models. Few of them were category masters. At the time of their investment pitch, they said their technology-driven business model always remains Asset light. But, later on, eB2B players started working on Asset heavy model i.e. setting up distribution centers in metro cities.  I have seen that few have a DC capacity of 3 lakh sq feet in one location, they started employing thousands of salespersons to drive their DTR sales to retailers.  Huge infrastructures were built in the name of the Asset Light model. I would say that investors have no idea about the business they just bet on the business model and they do believe in technology-driven models and burning.  I am taking readers to the actual scenario which is the backbone of any company working for a profit. following calculations will give some light on the factual status of business these eb2b players are doing.  

We can understand this through an example: This study was done taking one eB2B model in the center of my study. I was closely watching the whole operations of an eB2B marketplace startup.  They started their business in 2017 and later on after receiving huge funding they moved to other cities very aggressively.  An average 50000 sq feet distribution center facility is built up in one city and today they have more than 40 cities where they have physical warehouses/ DC.  Setting up their own DC has a different cost and taking them with 3PL has another cost as some go fixed and others go variables. 

Let's have tentative figures:   I will try to explain them through the below-mentioned table. 

(Capex taken higher side, which includes verticals shelves, Pallet Trucks, etc) 

The above calculation will give a visual clarification that why eB2B players are not making money. This calculation I have worked out for one location i.e. One city like Delhi or Indore or Jaipur. 

If you talk to them you will find that they are working on 11% -15% opex cost/revenue and in return generating GP 3% to 6%  if we take benefit of business growth.  

Now, Let's bring some light on critical things which are hampering their growth as well as profitability. 

The problem faced by eB2B Players

eB2B startups have huge coverage, they have thousands of retailers on-boarded on their Applications, also thousand of Feet on the Street ( FOS) visit retailers daily. They have competitive pricing, availability, and convenience in providing timely deliveries but still, they are not making money. Why? 

Every eB2B startups claim to have millions of Retailers on their Application, having a presence across 10000+pincode, and for attracting investors, they are dividing States into Cities so that they can show their milestone in a larger prospect.  But again what is wrong with their financials.  Few challenges are there which is choking their bottom line irrespective of having million-dollar top-line numbers.  Let's put a light there: 

• High Operating Cost
• Product Mix Issue
• Restrictive Behaviour of FMCG companies
• No Credit Facility to Retailer. 

High Operating Cost:   eB2B startups or any startups who want to scale their business, need to go with the system and process. And when any organization goes with the system and process there is always a cost associated with it.  Proper functional departments must be in place which in turn stamps with a heavy cost. However, operating cost is a business element and business has to leverage it but due to the improper projections, they are employing manpower in a big way and paying them high salaries. cost of retaining every employee is high as has to give other benefits too and also infra cost is too high. Most of the infra is managed by 3PL but is not able to use full capacity. Only 40-50% capacity is being used but fixed cost is there to make it high operating too.  The cost of delivery is too high as MOQ is not adhered to by the retailers. In the above calculation, I have taken 50/- per order selling & distribution cost which is too low but again they are not getting sales to the MOQ. 

Product mix issue: No doubt they have sitting on a very high operating cost.  However, it can be covered if revenue to the tune is generated but again improper product mix is melting the bottom line.  If you can analyze the product category mix you will find that retailers are using them only for main staples like Oil, Ghee, Sugar, Pulses, etc which is again a convenient buying to retailers because they are getting everything under one roof.  Staples is only contributing to the top line so having up to 80% contribution in their revenue, but if you go by the gross margin level you will find that staples in bulk or in a popular demanded brand are very thin. like Oil and Ghee for a popular brand, no one can earn more than 2%  except for market volatility. The same is with Sugar and Pulses. Majorly traded in bulk packaging.  If one has 70-80% contribution of Oil & Sugar in their revenue then you can imagine the bottom line. Apart from this 2% is the RTV cost including the in-transit damage to the merchandise. 

Restrictive behavior of FMCG companies:  Since FMCG companies have a robust traditional channel in place so their FMCG brands do not want to disturb the GT market for these players, however, they want to sell on eB2B but they never compromise on pricing. In one incident, Parle company fought a case with one B2B startup and denied giving them their products. It is their helplessness to buy at their Price and then through a discount from their end, they sell on their platform. demanded product is the requirement of these startups because there is something needed that shows engagement with retailers otherwise, retailers will not entertain or will use its limits. They need FMCG national-level brands so that Retailers give space to salesman to stay at their counter and can cross-sell other merchandise. How they will sell new brands having high margins or can build a healthy category mix. You can see the contribution of such products.  

Credit to Retailers:  Since startups are working on systems and processes and they are more dependent on technology-driven stuff so they have limitations somewhere. May be from the business model side as they got funding on it and they can't let open the credit in the market. All are selling their stuff against COD or through some fintech arrangement like channel funding. But, it is true that Retailers will not buy any products except demanding one against cash. Even FMCG distributors are providing credits to retailers. Local Mandies especially for staples are providing 5-15 days of credit to retailers. Retailers are buying stuff from eB2B players. This is one big factor that they will not be able to generate more revenue from retailers without giving open credit. Open credit means based on trust. Like local distributor and mandi traders has for them. 

Above are the pinch of problems I tried to figure out.  But, I have a concern that without disturbing the existing distribution system startups from eB2B will not scale their business but they will not make money.  For making money they have to work on a different scenario. Still, they will remain eB2B but few things will be aligned otherwise they will never make money.  

Last year remain investor dry weather in India. They understood the fact that burning will not bring earnings even in the long run.  Retail will only use these eB2B platforms for their best selfishness but never contribute to scale.  Disturbing the existing ecosystem is a costly affair for them and if they don't take them with their journey, they will be finished mid-way. 

eB2B startups have to adapt a few things which will help them to sustain themselves. My best advice for them is to pivot the business model in the right direction and don't think to disturb the existing channels. If possible think about how you can associate with them and take them on your journey. 

I am working on this, creating a scalable and profitable business model.  

Regards/ Baalwant Rana

Small & new Brands – Driver of 80% of Indian FMCG market

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If you have ever noticed, how many small scale
brand companies are involved in the FMCG sector in India? You will be surprised
to hear that there are around 30000 small-2 brands of Grocery and consumer
durables, footwear and clothing catering to the needs of 80% of the population
in India but we are in light of only 20% of the corporates who rule the FMCG
sectors. Some of them are HUL, Dabur, Marico, Colgate, P&G, Bajaj etc but
they are feeders for 20% of the demand. It gives us space for a future where we
might think there's still a big room to grow.

You will find that different brands have a
presence in a range periphery and it goes to different 2 areas. According to
market sources more than 10000 brands were launched during the COVID time in
2020-21 in different parts of the country. The momentum in the FMCG sector is
still aggressive.

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According to the survey by traders' body CAIT  above statement is validated in the  news article of Economics times.  Link given here : https://economictimes.indiatimes.com/industry/cons-products/fmcg/products-of-30000-small-brands-cater-to-80-pc-of-population-report/articleshow/90894928.cms

“Household
products of over 30,000 brands operating at small and medium scale cater to a
majority of the country's population, while only 20 per cent use such items
sold by big corporate houses, a survey said. Products of Fast Moving Consumers
Goods (FMCG), consumer durables and cosmetics from over 30,000 small and
medium brands are catering to the demand of 80 per cent of India's population,
according to the survey by traders' body CAIT. The survey was conducted on the basis of use of item
including food grains, oil, grocery, personal cosmetics, inner wear, ready-made
garments, beauty and bodycare, footwear, toys, educational games and healthcare.

"It's
a myth that about 3,000 big brands of corporate houses, particularly in the
FMCG sector, consumer durables and cosmetics Etc are catering to
the needs of the people of the country. In fact, more than 30,000 small and
medium but regional level brands are the largest contributor in meeting the
demand of the people of India," CAIT (Confederation of All India Traders)
said.

The
survey said the demand of a vast majority is fulfilled by the products of small
and tiny manufacturers sold in loose quantity.

Big
brands are in demand among people of higher and upper-middle class due to
extensive media and outdoor publicity and endorsements by celebrities, CAIT
secretary general Praveen Khandelwal said.



On the other hand, brands of small manufacturers
are sold through one-to-one contact between customers and shopkeepers, also
through word-of-mouth among people of medium, lower-medium income groups and
those belonging to economically weaker sections, he added.( Originally
published on Apr 17, 2022 )”

 

New candidates are entering this segment,
especially after the funding to varioius D2C Brands. Mamaearth and many other
brands received a good amount of funding. Now, we can say that VCs are
interested in investing money in companies where the future of private label
brands is more visible and they can see 20x growth in terms of ROI.

Many more will come up with many newer ideas.
Recently "One Dry Fruits Brand Happylo" has got good funding.
Platforms like Amazon and Flipkart are providing great opportunity to brand
makers to showcase their products to millions and even billions of consumers.
This is the power of the platform.

Developing a distribution channel is going to
be a challenging task for small and small brand owners as not everyone is able
to find a place on the eB2C platform, so that they can eventually find a place
in the kirana retailers. Again it is a huge task to provide the self-space to
their products at Kirana Stores. Retailers are also facing the problem of space
at their stores. Every day 5 new brand sellers approach them. There is no doubt
that the products are good in terms of packaging and quality but without
finding proper retail location one cannot think of bringing it to market for
the consumers. And the retailers have limits on the amount of space in the
store so that they can entertain or not.

More than 70% of new brands are off the shelf
within six months of launch, or at most one year. And those who do manage to
make a living are struggling to stick to the shelf space at those retail
stores.

Many small brand owners are not in a position
to allocate huge market budgets or depute a skilled sales team or expand out of
the region in a short period of time.

The other main issue before the new brands is
to find willing distributors for their products/brand as the distributors are
not interested in selling the new products on credit. Margins are also thin as competitions
also go stiff.  Retailers want new
products on credit terms but if distributors are not able to provide it, one
cannot expect that there will be coverage in the target market. If somehow they
hire distributors in the respective area they are not able to sell them to the
retailers due to lack of FOS (feet on the street) skills and low payment and in
lack of incentives or motivation.

Things
will go on and off but it is time to fix the retail ecosystem by giving it a
centralized distribution system backed by robust IT platforms. It is time to
consolidate the supply chain and make the best use of capabilities and bring
operational efficiencies, then small brands would get a common and unified
platform for their products and would be able to expand into new areas with the
help of aggregation. Things will progress for the better but in the way we do things.

The time is coming for those
brands where you will get a small brand which will have a national presence. He
will no longer be called a regional player.

We are working to deliver
solutions to food and grocery manufacturers and connecting them to a large
network of retailers through a one-of-a-kind block chain solution and
hyperlocal distributions channel

Written by : Balwant Singh Rana: 18.05.2022,
Jaipur

 

 

10 Minute Danger - Quick Commerce

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💀10 Minute Danger in the form of Quick Commerce

This was a thought that came to my mind when I went to
nearby XXXX offline ( Intensely not mentioning the name) store
of Quick-Commerce Startup in Jaipur. I was passing through that
area, suddenly got a call from wife, she asked me to bring some groceries while
coming back home. I saw a store nearby and visited in, went inside with a
predetermined mindset of what I wanted to buy. I noticed, there were 8 or 10
floor staff standing, perhaps they were in a hurry, all were running towards
the shelves to get the goods off according to the list they were spontaneously
watching.

It was amazing to see them working like robots, for a
while I thought they were all in a hurry, so all were in fast forwarding mode.
It seems like the machine is working. Curiously asked a man who was standing
over the counter. Whether he was a manager or a cashier, I don't know but asked
them what was going on and why they all seem like robots and are in such a
hurry. He said, our company pivoted the model to Quick-Commerce model with a
promise of delivering the consumer's order within 15 minutes. Hence, the time
slot is working as per the order & our IT system is helping to prepare it
and hand over the goods to the delivery man.

I have not seen this kind of energy even in factories in
China, where people also work like robots. Since I am from retail so my
curiosity was high and want to know more about this concept. So, requested him
if he can explain to me the model and how it works. It was high time for him so
he asked me to come in the evening or he would meet me outside the shop and
then explain another day.

After a few days, I called him (he requested, don't give
his name) and we decided to meet at a nearby coffee shop.

Now, we were in a coffee shop and it's like "Chai
par Charcha". I asked him why they changed their business model and what
new evolved Quick commerce model is all about. He added that Startup is
a completely customer centric brand promising to deliver the goods within 10-15
minutes of the ordering by the consumers. They explained to me how they work
and managed to deliver the goods within the promised time. A Mumbai-based
startup is also working on this model, and many others are working on
quick delivery, he added. Hence they are now known as quick-commerce players
who mainly cater to B2C delivery in grocery and pharma. OK, we ended our
discussion but I asked him that I will come down to his store and want to
see the operations physically. So, the next day I went to a store, trying to
find out the working style of the people involved in the process.

I have seen that a order of Rs. 40 , two small bottle of
Thumps cold drink, and one pcs of amul butter in another order valued Rs.
125/-. Even one order was one packet of Eno. This store was getting 1500 daily
orders of MOQ hardly Rs.150/-. On an average the said startup was getting more
than 15000 orders daily basis. Now, if I talk about the opex of one store, it
was amazing to discuss. One Store Manager, 4 Floor Staff, 3 Billing clerk, 2
security Guard, 4-5 Packing staff and 15-20 logistics i.e. Bikers. Appx 1000
sq.feet store area comprising monthly rent : 40000/-, electricity consumption
more than 20000/- and investment on shelf and other capex is all about 30-40
Lakh. I am not going to sum it and matching the ROI but apparently can say that
financial viability of such model is a big question in front of retail
professionals. even, I am not concerning about it.

further, I saw that, more than 20 motor bikes and their
riders were waiting outside the shop. They were all attentive like a soldier patrolling
the border post and waiting for their turn to collect the package which they
would deliver within 10 minutes.

Everyone was in a hurry as enemies are coming towards
them and they have to run to save their lives. A man came running from inside
the shop and handed over the package to a rider. Here every second of time
matters. He took it and put it in his hanging bag, scroll his phone for
delivery status to pick up the order. Within 10 seconds he was out of the
parking area and disappeared. I spent 45 minutes watching the whole process.

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I was curious to see how the list of 5-10 SKUs is
selected from the shelves, packed in a polythene packing, sealed, status
updated on the IT application, handed out for delivery i.e. to the rider and
finally 10 or is delivered to the customer within a maximum of Rs. 15 minutes.
This store was catering within a radius of 3-4 kms.

Though things were clear to me but again I have to ask
why such services are needed in India. Do they really need it?

I am not even asking about the business model or the
companies involved in this process, but my concern is who is looking after the
delivery people who are delivering the goods in the promised time. I have seen
them driving the packages in a big hurry. They were driving rush at a top speed
of 60/KM or even more without thinking about their safety. One can see that
what top speed is needed while driving in the narrow and congested lane of
Jaipur city.👎

When I inquired about it, the data was shocking that
every day 10-12 delivery people met with some minor or major accidents, not
because of the fault of others but because of their speedy driving. Why are
they doing this? We have to think on this.

All such delivery services which are claiming to reach
the customer in 10 minutes will pose a severe challenge to traffic safety in
the coming months or years. These companies are putting the lives of the
delivery riders at stake.

Just imagine, stretch out the need and think whether such
services are really needed by the consumer or whether the consumer is not
concerned about the safety of the delivery boys who are risking their lives to
get the goods delivered as fast as they should be.

Companies will do their business and they will do it
without taking any humanity or human concern but after all end consumers have
to think that whether they really need merchandise in 10-15 minute or it can be
delayed to thirty minutes. I am okay with 30 minute delivery
time.  

I can smell the danger so raising a flag that soon it
will be a big issue of law & order specially from Traffic Police prospects
and they will take action against such riders or finally if safety norms is not
followed they may send notice to these companies and ask clarification from
them that why they are putting lives of their delivery staff in danger.

Worker's Safety:

Just think on this guys. Disruptions should be
positive

I am concern with such companies because they are cutting
throats of millions of Kirana retailers, giving tough competition, snatching
impulsive buying opportunities from them and on the other side they are putting
lives of delivery staff in danger. Is this kind of Disruption is really
needed in India?  

Please do write to me on

parjakalyanm@gmail.com and comment and share among your
circle and spread as much as you can do and aware the end consumer that such
services will snatch live of someone who is coming to delivery your order in 10
minute time. Risking lives of other for own benefit is also a Sin. 👽

Note: Picture is taken from google and accordingly cut
and paste just to give a feel

Writer: Balwant Singh Rana,

किराना दुकान की बिक्री बढ़ाना है तो रीटेल थैरेपी को अपनाना है।

भारत मे 1.5 करोड़ से ज्यादा छोटी बड़ी रीटेल दुकाने है जिसमे सभी तरह के साजो सामान आते है जो हमारे रोजमर्रा  मे काम आते है। इसमे 60%+ दुकाने किराने की है।  अमेरिका मे किराना दुकान को मॉम और पॉप शॉप कहते है और कुछ ब्रिकक्स और मोटर स्टोर।  किराना की दुकान सब के लिए बहुत जरूरी है क्योंकि ये हमारे घर पे पास होती है और हमारी हर छोटी बड़ी जरूरत को पूरा करती है। भारत का रीटेल मार्केट बहुत बड़ा है। अभी तक 800 बिलियन डॉलर का मार्केट है जिसमे से 600 बिलियन डॉलर का तो केवल किराना ही है। और ये बड़ी तेजी से बढ़ रहा है, अगले दो सालों मे ये मार्केट 1000 बिलियन डॉलर का हो जाएगा। भारत मे रीटेल का  सकल घरेलू उत्पाद मे 11% तक का योगदान है और साथ ही 6% तक रोजगार का सृजन भी करता है। इतना बड़ा और महत्वपूर्ण सेक्टर होने के बावजूद सरकार की तरफ से कोई रचनात्मक पहल नहीं है। अभी कुछ महीनों पहले ही रीटेल को मिनिस्ट्री ऑफ सूक्ष्म, लघु,और माध्यम उद्यम  मे सूचीबत किया है। 

पिछले 10 सालों से भारत मे मॉडर्न रीटेल नए नए रूप मे आया है और आ रहा है। जिसमे ऐमज़ान, फ्लिपकर्त, पुराने खिलाड़ी है और आज बहुत से स्टार्टउप बहुआयामी तरीकों से ग्राहकों को सेवा देने का कार्य कर रहे है। मॉडर्न रीटेल के आविर्भाव से ग्राहकों को जरूर फायदा हो रहा है पर कभी आपने सोचा, इन सब से हमारे रीटेल सिस्टम मे कोन प्रभावित हो रहा है। जी , ये है हमारे किराने व्यापारी। 

पहले ही ये तबका अव्यवस्थित था। अभी भी 90% रीटेल अव्यवस्थित और असंगठित है। और शहरों मे तो मॉडर्न रीटेल तेजी से पनप रहा है। आज बिग बाजार, डिमार्ट, विशालमार्ट, जिओमार्ट जैसे बड़े खिलाड़ी है और स्टार्टउप मे ग्रोफ़र , बिगबास्केट जो देश स्तर पर है, साथ ही नीलगिरी जैसे क्षेत्रीय रीटैलर भी है।  और आने वाले समय मे कम समय मे ग्राहक को घर पर डेलीवेरी करने वाले बहुत से स्टार्टउप आने वाले है 

साथ ही आजकल नया कान्सेप्ट कुछ स्टार्टअप्स जैसे मामाअर्थ, बेअर्डों ने डायरेक्ट टू  कन्सूमर यानि बीच के डिस्ट्रब्यूशन चैनल को लिए बीना सीधे ग्राहकों को ऑनलीन प्लेटफॉर्म जैसे ऐमज़ान, फ्लिपकार्ट या खुद की वेबसाईट ओर ऐप्लकैशन के द्वारा बिक्री कर रहे है। 

जब सभी ई -कॉमर्स सीधे ग्राहक को सेवाये देंगे तो बीच मे जो रीटैलर आता है उसका धन्दा दो प्रभावित होगा ही ना ।  पिछले 2 साल मे एक अनुमान के मुतावीक 30% तक रीटैलर का व्यापार कम हुआ है।  और हर साल 10% किराने की दुकाने बंद होती है और इतनी ही नई खुलती है। अगर यही चलता रहा तो ये और भी बेकार होगा।  इन सब की बहुत वजहे भी है जिसमे रीटैलर खुद भी जिम्मेवार है। आजतक ज्यादातर दुकानदारों ने ये सोचा ही नहीं की ग्राहकों को बेहतर सेवाये कैसे दी जाय।  पिछले 5 सालों मे लोगों ने नई मॉडर्न दुकाने बनानी  चालू करी है और उसको ईजीडे (easyday stores) जैसे बनाने की कोशिश की। मिनी सूपर्मार्किट जो  30-50 लाख तक लगाने के बावजूद भी वे अपनी दुकान की सेल नहीं बढ़ा पाए। 

पिछले कई सालों से किराना दुकानदारों के लिए  बहुत से नवीन तरीकों पर काम कर रहा हूँ,  जिससे इन सब का धंदा  बढ़ सके और ये आने वाली चुनोतीयों से अपने आप को बचाए पाए।  लेकिन इन सब से पहले दुकानदार  को अपने आप को सकारात्मक करना होगा और मेहनत करनी होगी अपने ग्राहकों पर। साथ ही मॉडर्न तरीकों को अपना कर साथ साथ चलना होगा। 

कुछ तरीके है  जिनको अपना कर किराना ब्यापारी हो या अन्य रीटैलर हो उनको इन सब तरीकों को अपना कर मॉडर्न बनना  पड़ेगा, तभी अपनी दुकान पर ग्राहकों को ला सकेंगे। 

• दुकान का खुलने और बढ़ाने का समय निर्धारित होना जरूरी है। इससे ग्राहक को ये
  मालूम रहता है की दुकानदार समय का पाबंद  है और वह उस समय पर आ कर खरीदारी कर सकता
  है। (Close
  & open timing of shop)

• दुकान को महीने मे 30 दिन खुला रखे, अगर कोई सरकारी छुट्टी या उस जगह की
  व्यापार संघ के अनुसार साप्ताहिक अवकाश  है तो उनको छोड़ कर और दिन मे दुकान बंद न रखे। ये
  अनुसाशन अगर दुकानदर ने अपना लिया तो व्यापार अपने आप बढ़ जाएगा। (24x7x30days)

• दुकान साफ सुथरी होनी चाहिए और दुकान पर बढ़िया क्वालिटी की लाइटिंग (lights) से अच्छी रोशनी होने पर ग्राहक आकर्षित होते है।
  ( Clean & Proper Lighting)

• दुकान पर लगा बोर्ड अगर लाइट वाला हो तो उसकी लाइट रात को 11 बजे तक जला कर
  रखे। और अगर लाइट वाला (GSB) नहीं है तो उस पर फोकस लाइट से प्रकाश
  करना चाहिए। बोर्ड चमचमाता हुआ होना जरूरी है। (Glow sign
  Board)

• दुकान पूरी तरह से सामान से भरी होनी चाहिए जिससे ग्राहक को लगता है की उसको
  जो चाहिए वह मिल जाएगा और एक अनुमान ये भी रहता है की दुकानदारी अच्छी है तो सामान
  किफायती होगा। ये ग्राहक का पर्सेप्शन रहता है।
  (Proper Stock of goods)

• रोजमर्रा का सामान जैसे चावल, तेल, चीनी, आटा को दुकान मे पीछे की रैक (Endcap display) में  रखना
  चाहिए जिससे ग्राहक उस तक पहुचने मे पूरी दुकान मे घूम सके। जब ग्राहक दुकान के
  अंदर जाएगा तो उन्हे और भी सामान नजर आएगा जिसे वो खरीद सकते है (Impulsive Buying)।

• महीने मे कुछ जरूरी सामान जैसे ब्यूटी प्रोडक्ट,
  स्नैक्स, बिस्किट्स, साबुन का प्लानोग्राम परिवर्तित करते रहे। इससे दुकान हर
  महीने अंदर से नई नजर आएगी। ( change in merchandising)

• दुकान मे आगे वाली रैकस (Front display rack) मे वो सामान लगाए जिस पर ऑफर हो या जो आप जल्दी से
  बेचना चाहते हो।

• गर्मियों में दुकान मे बढ़िया ठंडक बनाए रखे। ग्राहक
  को आराम मिलना चाहिए। और हो सके तो ग्राहकों के लिए पानी की व्यवस्था रखे ( Basic Amenities)

• ग्राहकों से ज्यादा से ज्यादा बातें करते रहें, और उनके साथ अच्छे संबंध
  स्थापित करें। ये जरूरी है। अपने सभी ग्राहकों का फोन नंबर और अड्रेस अपने पास लिख
  कर रखे और साथ ही उनकी जन्मदिन और शादीकी सालगृह की तारीख नोट कर के रखे, और उनको
  एक फूल का गूलदस्ता जरूर भेज कर उनको मुबारक बात दें। वे अपना जन्मदिन भूल सकते है
  पर आप को नहीं भूलना। (Personal relationship and
  engagement with customer)

• लोग सामान पर अधिक ध्यान
  तब देते हैं जब उन्हें लगता है कि यह उनके लिए प्रासंगिक है। उदाहरण के लिए, हमारा नाम मस्तिष्क के
  लिए एक जादुई शब्द के रूप में काम करता है, जो एक ही बार में विभिन्न वर्गों को सक्रिय करता है। अपने ग्राहकों को उनके नाम
  से भुलाये। (Personalize, Personalize) ये
  ऐसा होना चाहिए जैसे अपने ग्राहकों की भाषा की नकल करना।

• आश्चर्य पुरस्कार (Surprise reward) एक आकर्षण की
  तरह काम करते हैं: वे लोगों को आपके प्रति अधिक खुश और अधिक सकारात्मक बना सकते
  हैं। हालांकि, अपेक्षित
  पुरस्कार उतने प्रभावी नहीं हैं, और यहां तक कि खुशी के निम्न स्तर तक ले जा सकते हैं। अपने
  ग्राहकों को खुश करने के लिए, उन्हें सरप्राइज कूपन या डील भेजें। (Marketing ट्रिक्स)

• सैम्पल मुफ्त मे दे। मुफ्त में कुछ प्राप्त करने से लोगों को विशेष महसूस होता
  है, और वे एहसान वापस करना
  चाहते हैं। आप के पास कंपनी से फ्री सैम्पल
  आते है तो उन्हे अपने विशेष ग्राहकों को फ्री मे दें।

• विशिष्टता की भावना : लोग
  चीजों को अलग तरह से महत्व देते हैं, इस आधार पर कि वे उन्हें कितना सामान्य मानते हैं। कोई
  उत्पाद, सेवा या अवसर
  जितना दुर्लभ होता है, वह उतना ही अधिक
  मूल्यवान प्रतीत होता है: आपके पास अगर
  कोई ऐसा प्रोडक्ट है जिसकी ज्यादा डिमांड है और वह और दुकानों पर नहीं मिल रही तो
  आप उस प्रोडक्ट पर ये फार्मूला लागू कर सकते है।

• कोई ग्राहक घर पर सामान माँगता है तो आप बिना लाभ हानि  के उसके द्वारा दिया ऑर्डर 10-15 मिनट मे
  पहुचने की व्यवस्था करें। आने वाले समय मे यही एक रामबाण तरीका होगा ग्राहकों को
  बाँधे रखने का। (Quick service of home delivery irrespective of order value)

• प्रमोशन के कॉम्बो पैक बनाए और उसको ग्राहकों को
  व्हाटसपप पर भेजें। (Promote combo back and
  offers)

• कोई ग्राहक अगर बहुत दिनों मे दुकान पर आता है तो उनसे हाल चल पूछे। और उन्हे बढ़िया
  सेवा को भरोषा दें। (Caring)

• कुछ आइटम ऐसे होते है जिन पर लाभ हानि नहीं देख सकते जैसे, चीनी और तेल।  हो सके तो उन पर कम प्रॉफ़िट रख कर ग्राहकों को
  आकर्षित करे। ( Sale driver and customer engager)

• अपने सभी ग्राहकों का एक व्हाट्सप्प ब्रोडकास्ट (Whatsapp broadcast) ग्रुप बनाए। ध्यान दे, व्हाट्सप्प ग्रुप नहीं बनाए, इससे ग्राहकों को गोपनीयता
  भंग होती है और ग्रुप पर फालतू के संदेश आते है और वो बेकार हो जाता है, इसका नकारात्मक असर होगा। हमेशा ब्रोडकास्ट (broadcast) ग्रुप बनाए। और उस पर अपने ऑफर, प्रमोशन रोज भेजते
  रहे। (Proper use
  social media for product offer information to customers)

• रोज रैक पर रखे सभी सामानों की एक्स्पाइरी (Expiry) जांच करें और
  
  
  
  
  एक्सपाईर हुए प्रोडक्ट को तुरंत रैक से
  उतार  कर दुकान से हटा लें। क्योंकि ग्राहक
  अगर उस आइटम को खरीद के ले गया और बाद मे उसे मालूम हुआ  की ये एक्सपाईर प्रोडक्ट आपसे खरीदा है तो वो
  ग्राहक आपका टूट सकता है या आपके लिखाफ कानूनी कार्यवाही कर सकता है। ये बहुत ही
  महत्वपूर्ण बात है।
  ( Expiry management)

• जो भी प्रोडक्ट एक्सपाईर होने वाले हो उन पर कुछ
  स्कीम लगा के, डिस्काउंट लगा के तुरंत बेचने की कोशिश करें। एक्सपाईर होने से पहले
  कोई दिक्कत नहीं है और ग्राहक को लेने मे कोई दिक्कत नहीं होती अगर वो कम कीमत पर
  मिल रही हो। (
  Near expiry management)

• आप महीने का राशन से ग्राहकों को लुभा सकते है की
  महीने का राशन हरहित स्टोर से लेने पर लॉयल्टी पॉइंट मिलेंगे या कैश डिस्काउंट या
  कोई स्कीम मिलेगी।
  ( Emotion connect for bigger wallet share)

• कम से कम 50 ग्राहक ऐसे बनाए जो महीने मे 5000 रुपये से
  ज्यादा का आपसे सामान खरीद सके। वो तभी बन पाएंगे जब आप उनको और से कुछ अलग से
  ट्रीट करे और उनको ज्यादा सेवा दे, ध्यान दे। ( Value Driver)

• दुकान पर काम करने वाले स्टाफ को सही ट्रैनिंग दे कर
  उन्हे ये सिखाए की ग्राहकों से कैसे बात करनी है और ग्राहक की कोई शिकायत हो तो उस
  को कैसे हैन्डल करें। कोई भी स्टाफ ग्राहक से किसी भी प्रकार की बत्तमीजी न करें।
  ये बहुत ही जरूरी बिन्दु है। ( Staff training )

• बिलिंग के समय सभी प्रोडक्टस को चेक करके और ग्राहक से सामने गिन कर पैक करें।
  और ग्राहक को यकीन दिलाए की जो भी बिल हुए है वे सभी पैक हुए है और उनकी MRP का मिलन प्रोडक्ट से अच्छी तरह कर ले। 
• अपनी दुकान पर अनलाइन पेमेंट के लिए वॉलेट का क्यूआर कोड लगाए, जैसे भारतपे, पेटीएम, फोनपे, और क्रेडिट कार्ड स्वाइप मशीन भी रखे ताकि ग्राहक अपनी सुविधा अनुसार पेमेंट कर पाए। 
• समय बचाने के लिए b2b सप्लाइ चैन अग्रीगेटर जैसे #किरानाकिंग, उड़ान, शॉपकिराना आदि से माल मंगाए, इससे आपके समय की बचत होगी  और आप ज्यादा समय अपनी ग्राहकों की सेवा मे लगा पाएंगे। 
• आपकी दुकान पर माल बिकवाने के लिए बहुत से डिस्ट्रिब्यटर, b2b सप्लाइ चैन वाले आते है पर अगर कोई ब्रांड आपको अपने फ्रैन्चाइज़ मोडेल मे शामिल करना चाहता है तो आप उस कंपनी का फ्रैन्चाइज़ी बन सकते है। जैसे जयपुर मे #kiranaking है। आपकी दुकान को एक बड़ा प्लेटफॉर्म मिल जाएगा और ग्राहक आपकी दुकान पर आना चालू हो जायेगे, तो जाहीर है आपका धंदा बढ़ेगा। इस तरह के प्लेटफॉर्म से बहुत फायदा होगा है। 

और भी बहुत से तरीके है जिनसे दुकानदार अपनी दुकानदारी बढ़ा सकता है और भीषण प्रीतिस्परधा से अपने आप को बचा सके। 

उपरोक्त अंश मेरी किताब के है जो जल्द ही प्रकाशित होगी। ये किताब इंग्लिश मे होगी पर साथ ही इसका हिन्दी संसकरण भी उपलब्ध रहेगा। 

मेरी कुछ सोच है जो जरूरी है किराना वालों को सशक्त बनाने की।  परिवर्तन से प्रगति का  हिस्सा बनने के लिए आप जयपुर मे स्थित हमारे स्टार्टउप "किराना किंग" से संपर्क कर सकते है। 

" जो दिखता है वही बिकता है और आप वही चीज दिखायेंगे जिसे बेचने पर आपको फायदा
होगा।" 

" खाली दुकान दुकानदार को खाए, भरी ग्राहक खाए। ग्राहकों को नहीं।  इसलिए दुकान भर कर रखे। .।। बलवंत राणा 

" सोच से ही संसार है, सोच मे ही विचार है, तो सकारात्मक सोचे। 

इस बाबत आपको और कुछ जानना हो तो आप मुझे लिखे "parjakalyanm@gmail। com " पर और अगर आप को मेरी किराना ब्यापार  से संबंधित किताब ऑर्डर करनी हो तो आप बताए। 

धन्यवाद आपके बहुमूल्य समय के लिए। 

लिखक: बलवंत राणा। 

लेख : 11.2.2020  का है। 

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