#Pre launch projects in chennai for sale

[chennaiupcomingprojects]

Luxury Apartments in Chennai Launching Soon

The city of Chennai, renowned for its rich cultural heritage and thriving urban landscape, is gearing up for a wave of upcoming projects in Chennai that promise to redefine luxury living. With the increasing demand for premium homes, developers are introducing pre launch projects in Chennai that blend modern amenities with sophisticated designs, catering to the aspirations of the city’s elite. Here’s an in depth look at some of the new projects in Chennai South and other regions that are making headlines.

Why Chennai is the Hotspot for Luxury Apartments

Chennai has long been a preferred destination for homebuyers due to its excellent connectivity, robust infrastructure, and diverse economic opportunities. The city’s booming IT sector and the influx of global companies have spurred the growth of Top Residential Projects in Chennai, particularly in prime locations like OMR, ECR, and Anna Nagar. Additionally, the real estate market is thriving, thanks to the demand for upcoming projects in Chennai 2024, which promise a luxurious lifestyle.

Highlights of Upcoming Luxury Projects

Prime Locations and Strategic Connectivity Many pre launch projects in Chennai for sale are strategically located in areas that offer seamless connectivity to key parts of the city. Neighborhoods like Velachery, Perungudi, and Sholinganallur are witnessing a surge in new projects in Chennai South, making them highly desirable for both investors and homeowners.

World Class Amenities Developers are raising the bar with top residential projects in Chennai, offering a plethora of amenities such as rooftop infinity pools, state of the art gyms, landscaped gardens, and concierge services. These projects aim to provide a lifestyle that matches global standards.

Sustainable Living A significant trend among upcoming projects in Chennai is the focus on sustainability. Developers are incorporating eco friendly features such as rainwater harvesting systems, solar panels, and energy efficient designs to appeal to environmentally conscious buyers.

Innovative Architectural Designs Luxury apartments in pre launch projects in Chennai boast cutting edge architectural designs that combine aesthetics with functionality. Open layouts, smart home technologies, and panoramic views are just some of the features that set these projects apart.

Upcoming Projects in Chennai to Watch Out For

1. Ocean Pearl Residences ECR

Located along the scenic East Coast Road, Ocean Pearl Residences is one of the most anticipated upcoming projects in Chennai 2024. This luxurious property offers ocean facing apartments, a private beach access, and a host of premium amenities. Ideal for those seeking a serene yet opulent lifestyle, this project is sure to captivate homebuyers.

2. Sky High Towers Anna Nagar

Anna Nagar is set to welcome one of the tallest residential towers in Chennai with the launch of Sky High Towers. As one of the pre launch projects in Chennai, this property promises luxury at its best with spacious apartments, high speed elevators, and a sky lounge offering stunning city views.

3. Green Valley Heights OMR

OMR remains a hub for New Projects in Chennai South, and Green Valley Heights is a testament to the region’s growing prominence. With its green certified buildings, smart home features, and proximity to IT parks, this project is perfect for professionals and families alike.

4. Luxe Avenues Velachery

Velachery, a bustling neighborhood, is about to witness the launch of Luxe Avenues, a project that redefines urban living. As one of the top residential projects in Chennai, it combines modern architecture with a strategic location, offering easy access to schools, hospitals, and shopping centers.

5. Serene Bliss Sholinganallur

Among the pre launch projects in Chennai for sale, Serene Bliss stands out for its focus on community living. Featuring spacious apartments, recreational facilities, and a family friendly environment, this project is perfect for those looking to settle in a thriving locality.

Investment Potential of Pre Launch Projects

Investing in pre launch projects in Chennai offers numerous advantages, including attractive pricing, greater customization options, and higher returns on investment. These projects are usually priced lower during the initial stages, providing an excellent opportunity for buyers to enter the luxury real estate market at competitive rates.

Furthermore, the demand for upcoming projects in Chennai 2024 is expected to surge as the city continues to expand its infrastructure. Metro rail extensions, new flyovers, and the development of IT corridors are making Chennai an attractive destination for real estate investments.

What to Consider Before Buying a Luxury Apartment

While the allure of pre launch projects in Chennai for sale is undeniable, it’s crucial to evaluate certain factors before making a purchase:

Developer Reputation: Research the track record of the developer to ensure timely delivery and quality construction.

Location Benefits: Choose a project in a well connected area with access to essential amenities.

Legal Compliance: Verify that the project has all the necessary approvals and adheres to RERA guidelines.

Amenities Offered: Compare the facilities provided by different upcoming projects in Chennai to find one that suits your lifestyle needs.

Future Growth Potential: Consider the appreciation prospects of the location to make a sound investment decision.

Conclusion

The wave of luxury apartments in Chennai launching soon signals a promising future for the city’s real estate market. Whether you’re looking for a dream home or a lucrative investment, the upcoming projects in Chennai 2024 and new projects in Chennai South offer a plethora of options tailored to diverse preferences. From eco friendly designs to world class amenities, these projects are setting new benchmarks in luxury living.

Stay ahead of the curve by exploring pre launch projects in Chennai today and secure a slice of opulence in one of India’s most vibrant cities.

[letsblogsblog]

 The Wise Investment Choice: Why Under-Construction Properties Deserve Your Attention

Investing in real estate is a significant decision, one that often involves weighing various factors to ensure a fruitful outcome. While completed properties may seem like the safer option, under-construction properties present a compelling case for savvy investors looking to maximise their returns. Here are several reasons why considering an under-construction property could be a wise investment move.

Firstly, investing in an under-construction 2 BHK flats for sale in Kovilambakkam or any other area allows for significant cost savings. Developers typically offer pre-launch or early bird discounts to attract buyers during the construction phase. These discounts and flexible payment plans enable investors to secure properties at lower prices compared to their completed counterparts. Additionally, investing early provides the opportunity for capital appreciation as property values tend to rise steadily throughout the construction period.

Moreover, under-construction properties offer customisation options to suit individual preferences. Investors have the flexibility to choose preferred layouts, finishes, and amenities, allowing them to tailor the property to their liking. This customisation not only enhances personal satisfaction but also increases the property's market value upon completion.

Furthermore, investing in under-construction properties minimises the financial burden upfront. Unlike purchasing a completed property that requires immediate full payment or substantial down payment, investing in an under-construction property often involves staggered payments linked to construction milestones. This phased payment approach eases cash flow constraints and provides investors with time to arrange finances more effectively.

If you are looking for under-construction 2 BHK flats for sale in KovilambakkamTVS Emerald Kovilambakkam is the perfect choice for you. The property is centrally situated on 200 feet Radial Road and is close to the Chennai International Airport and upcoming phase 2 metro station. To know more about the project and check the neighbourhood, schedule a site visit at your convenience.

[d2sventuresprivatelimited]

⛳✨Discover TVS Emerald Lake Shore, a ready-to-move housing society in Pudupakkam, Chennai South. This project epitomizes a blend of comfort and style, meticulously crafted to meet your needs.

Plots starting from ₹34.90 Lakhs💰 onwards with these prime highlights:

🎗️ 35+ Exclusive Amenities

🎗️ 363 Plots within an 18.8 Acre development

🎗️ Clubhouse offering serene forest and lake views

🎗️ Proximity to SIPCOT IT Park, South India's largest IT hub

🎗️ Conveniently located near Siruseri, Off Kelambakkam-Vandalur Road

✅Don't miss the pre-launch offer! Schedule your site visit today.

For more details or to visit the site, contact us:

📞 +91 44-35663497 | +91 7395977969 | +60 1128213565

📧 sales@d2s-ventures.in

🌐 www.d2s-ventures.in

[hitaishiodigma]

2bhk flats for sale in chennai

TVS Emerald stands out as a symbol of trust, excellence and innovation when it comes to selecting the perfect property in Chennai. In accordance with our founder's beliefs, we take great satisfaction in finishing our housing projects on time, getting them certified by international agencies and providing seamless aftercare. We present you with the best homes that reflect elegance, comfort and a distinct sense of belonging.

TVS Emerald Elements is an absolute masterpiece that encapsulates the essence of elegant life. This building, located in the peaceful neighbourhood of Kovilambakkam, offers the finest 2 BHK flats for sale in Chennai. It is ensconced in calmness and offers a great blend of connectivity, convenience and calm surroundings. As you enter the tranquil neighbourhood of Kovilambakkam, you are welcomed by an outstanding ambience that effortlessly combines metropolitan convenience with a pleasant living environment. TVS Emerald Elements is proud to be a prominent offering in this sought-after neighbourhood.

TVS Emerald Elements is a lot more than a mere residential development; it reflects our dedication to quality. This pre-launch complex, which contains 820 carefully designed apartments spread across 6.56 acres of land, offers occupants a sense of exclusivity and solitude. It gives buyers peace of mind and transparency throughout the purchasing process as a RERA-identified project. TVS Emerald Elements offer a wealth of amenities that completely redefine the concept of exquisite living. Every part has been diligently chosen, from well-designed amenities for amusement and fitness to relaxing spots for rest and rejuvenation. 

TVS Emerald is emblematic of quality and TVS Emerald Elements illustrates our commitment to building homes that exceed expectations. With its prominent location in Kovilambakkam, it provides the best flats for sale in Chennai. We urge you to discover the exceptional living experience offered by TVS Emerald as we continue to produce projects of outstanding craftsmanship and customer-centric aftercare. Your dream house awaits you and we are here to help you make it a reality.

[sobha-neopolis1]

Sobha Dream Garden – Luxury Living at its Best

Located in Thanisandra, North Bangalore, Sobha Dream Garden Apartments offer luxury living at its best. Designed on a Zen theme, it offers spacious 1 and 2-BHK apartments.

Sobha Limited is a leading real estate developer in India that focuses on building quality housing projects. Their tagline, “Passion at Work,” reflects their dedication to providing world-class properties.

Sobha Dream Garden Apartments is a newly launched residential project by Sobha Developers in Thanisandra Road, Bangalore. It spreads across a 17-acre land and offers 1 & 2 BHK luxury apartments.

This luxurious enclave is nestled in one of the fast-developing localities in North Bangalore. Its location near Thanisandra Main Road makes it easy for residents to commute to various parts of the city.

Sobha Limited is one of the leading developers in India that focuses on creating urban living spaces. Their tagline “Passion at Work” reflects their dedication to developing quality-driven projects for home-seekers. Their ethos is to provide benchmark quality, robust engineering, and transparency in all their business conduct.

Located at Thanisandra main road, Bellahalli, North Bangalore spread across 17 acres, Sobha Dream Garden Apartments offer a choice of 1 and 2 Bedroom apartments. These apartments are aesthetically designed and are vaastu compliant.

Apart from these, residents will have access to a 24-hour water supply, power backup, and elevators with an intercom facility. The complex also has rainwater harvesting, a sewage treatment plant, and security surveillance cameras.

Sobha Limited is one of the leading real estate companies in India with a tagline of “Passion at Work”. Its philosophy of values, robust engineering, benchmark quality, uncompromising business ethics, and in-house research make it a reputable developer. It caters to prominent corporate clients such as Taj Group, Dell, Infosys, HP, Biocon, and Bosch. It has a presence in 10 cities across the country. These include Chennai, Gurgaon, Coimbatore, Hyderabad, Kochi, Mysore, and Bangalore.

Ideally situated on Thanisandra Road, Sobha Dream Garden Apartments is a new residential project by Sobha Developer. This is the second of its kind by the company and is aimed at providing inexpensive and quality homes to home buyers.

Sobha Dream Gardens Thanisandra is a residential enclave with spacious Apartments, beautifully designed to give you a peaceful living space that you can call your own. Its unique architectural design is inspired by the principles of Zen and offers a clutter-free and fluid living environment.

Sobha Dream Gardens Thanisandra, Bangalore is a beautiful residential enclave that brings you closer to nature and gives you the best of both worlds. It is a serene and luxurious residential community that has a wide variety of amenities to make your life more comfortable and convenient.

Sobha Dream Garden Apartments is a project by Sobha Limited, one of India’s leading real estate developers. The company has been developing some of Bangalore’s most recognizable residential and commercial properties.

This pre-launch project offers a range of 1 and 2-BHK apartments for sale in Thanisandra, Bangalore. These spacious flats are designed to meet the needs of residents and offer excellent amenities.

The project has been rated highly by consumers and has received numerous positive reviews. These reviews praise the quality of construction and comprehensive amenities provided by Sobha Dream Garden Apartments. These include a gymnasium, swimming pool, recreation rooms, outdoor sports courts, children’s play area, health center, party hall, and much more.

[amulyasutar]

Happinest Tathawade By Mahindra @ Pune

Let us introduce to you the happy arrival of the pre-launch of the Mahindra Happinest project in Tathawade Pune by Mahindra Life Spaces. Mahindra Happinest Tathawade offers India’s first thoughtfully designed and well-equipped Fusion homes; a concept of fusion lifestyle introduced in Pune by Mahindra Group to handle your complex and ever-changing needs. Hence, this venture is exclusively positioned in a locality like Tathawade near Hinjewadi with outstanding connectivity so that we can meet our transformed needs of our multidimensional city life.

Visit: https://youtu.be/no58M8TJpDk

Mahindra Tathawade - The endeavor is blessed with the serenity of nature with more than 600 diversified tree species in its premises. This will make the stress and weariness of city life to disappear completely and you can immerse yourself in the happiness of life so that acquire and spread the peace, harmony, love, and joy that you and your family well deserve.

Mahindra Group was introduced in1994. The organization has effectively evolved private residential properties in Mumbai, Pune, Nagpur, Hyderabad, Chennai, Ahmedabad, Delhi NCR, Jaipur, and Bengaluru. All Mahindra Life spaces tasks will be a grandstand of branded homes where every single architecture, fitting, and design will highlight the top-tier quality of the building raw material and seamless efforts of the engineers and entire civil unit.

“A savvy moves to set right your future.”

Mahindra Happinest Tathawade - Green Features for a Brighter Future: 

Follow-up strategies implemented in the project to help protect the green environment: 

Energy saving by using solar panels to heat water and using LED lights in common lobby areas to reduce electricity usage. 

Save 60% of water by using wastewater treatment technology to capture rainwater and recycle water. 

Eye-Popping Location of Mahindra Tathawade:

The Mahindra Happinest Tathawade area aims to inspire and develop the minds of young and old as well as future generations. This is a prime location near the Mumbai-Pune highway with luxury communities such as Aundh, Akurdi, Hinjewadi Pimpri-Chinchwad, Bhumkar Chowk, Dange Chowk, and Wakad. The NH-48 national road runs through the town and provides direct access to the commercial centers of Ravet, Bavdhan, and Katraj.

Mahindra Happinest is currently located in the future town of Tathawade which will be an exciting destination not only for the residents of Tathawade but for the whole of Pune. Nestled in an offset location, surrounded by green hills and mountain views, the community offers a range of civic amenities including a giant IT hubs and business parks, supermarket, primary school, colleges, universities, hospital, restaurants, cafes, banks, and ATMs. Located in the heart of PCMC, all major daily services for residents are within walking distance.

This means that what once felt like a chore – will feel like a trip to the grocery store, a doctor's visit, or even a morning trip to school - can quickly become a pleasure as the township is surrounded by this vibrant hilly landscape that makes life very simple and easy each day.

Takeaway:

The Mahindra Happinest community covers 7 acres with 7 towers of 22 floors, with 1 BHK and 2 BHK homes for sale near Hinjewadi. At Mahindra Group, we value your hard-earned money and therefore strive to create well-designed, well-built, and fully assembled homes that bring design credibility, financial strength, and real-world insight to every project they work on and real experience. They thrive every day and are strategic thinkers who understand that what buyer’s value most are real quality and real financial results. 

Mahindra Tathawade is a visionary new master-planned community designed to enrich every aspect of your life. Here, our vision is to build on an exceptional level with vast open spaces and tranquil green surroundings.

So just rest in your new home and realize that you are surrounded by like-minded friends and form lasting friendships with them that will last a lifetime and explore the natural environment together.

So dial the below-mentioned phone number and contact us for our expert advice and guidance to make a free site visit to Mahindra Happinest Tathawade along with special assistance from our sales officer to get complete in-depth information about the property.

[agastyasblog]

Mahindra Happinest @ Tathawade - A Green Landscape “Fusion Homes”

Let us introduce to you the happy arrival of the pre-launch of the Mahindra Happinest project in Tathawade Pune by Mahindra Life Spaces. Mahindra Happinest Tathawade offers India’s first thoughtfully designed and well-equipped Fusion homes; a concept of fusion lifestyle introduced in Pune by Mahindra Group to handle your complex and ever-changing needs. Hence, this venture is exclusively positioned in a locality like Tathawade near Hinjewadi with outstanding connectivity so that we can meet our transformed needs of our multidimensional city life.

Mahindra Tathawade - The endeavor is blessed with the serenity of nature with more than 600 diversified tree species in its premises. This will make the stress and weariness of city life to disappear completely and you can immerse yourself in the happiness of life so that acquire and spread the peace, harmony, love, and joy that you and your family well deserve.

Mahindra Group was introduced in1994. The organization has effectively evolved private residential properties in Mumbai, Pune, Nagpur, Hyderabad, Chennai, Ahmedabad, Delhi NCR, Jaipur, and Bengaluru. All Mahindra Life spaces tasks will be a grandstand of branded homes where every single architecture, fitting, and design will highlight the top-tier quality of the building raw material and seamless efforts of the engineers and entire civil unit.

“A savvy moves to set right your future.”

Mahindra Happinest Tathawade - Green Features for a Brighter Future: 

Follow-up strategies implemented in the project to help protect the green environment: 

Energy saving by using solar panels to heat water and using LED lights in common lobby areas to reduce electricity usage. 

Save 60% of water by using wastewater treatment technology to capture rainwater and recycle water. 

Mind-Blogging Highlights of Mahindra Happinest:

The first exclusive fusion home concept with more privacy and space. 

Green Building GRIHA 4-Star Certified Project by IGBC – Indian Green Building Council.

A prime MahaRERA affirmed the location of Mahindra Tathawade under PCMC station, very close to Hinjewadi IT Park, ensuring work-life balance. 

Enjoy life in an eco-friendly and cost-effective eco home. 

Enjoy all podium-level amenities such as landscaped gardens and a rooftop clubhouse. 

A rare opportunity to grab a unique Jodi Flat offer from Mahindra Group.

“It’s time to elevate your standard of Living”.

Eye-Popping Location of Mahindra Tathawade:

The Mahindra Happinest Tathawade area aims to inspire and develop the minds of young and old as well as future generations. This is a prime location near the Mumbai-Pune highway with luxury communities such as Aundh, Akurdi, Hinjewadi Pimpri-Chinchwad, Bhumkar Chowk, Dange Chowk, and Wakad. The NH-48 national road runs through the town and provides direct access to the commercial centers of Ravet, Bavdhan, and Katraj.

Mahindra Happinest is currently located in the future town of Tathawade which will be an exciting destination not only for the residents of Tathawade but for the whole of Pune. Nestled in an offset location, surrounded by green hills and mountain views, the community offers a range of civic amenities including a giant IT hubs and business parks, supermarket, primary school, colleges, universities, hospital, restaurants, cafes, banks, and ATMs. Located in the heart of PCMC, all major daily services for residents are within walking distance.

This means that what once felt like a chore – will feel like a trip to the grocery store, a doctor's visit, or even a morning trip to school - can quickly become a pleasure as the township is surrounded by this vibrant hilly landscape that makes life very simple and easy each day.

Takeaway:

The Mahindra Happinest community covers 7 acres with 7 towers of 22 floors, with 1 BHK and 2 BHK homes for sale near Hinjewadi. At Mahindra Group, we value your hard-earned money and therefore strive to create well-designed, well-built, and fully assembled homes that bring design credibility, financial strength, and real-world insight to every project they work on and real experience. They thrive every day and are strategic thinkers who understand that what buyer’s value most are real quality and real financial results. 

Mahindra Tathawade is a visionary new master-planned community designed to enrich every aspect of your life. Here, our vision is to build on an exceptional level with vast open spaces and tranquil green surroundings.

So just rest in your new home and realize that you are surrounded by like-minded friends and form lasting friendships with them that will last a lifetime and explore the natural environment together.

So dial the below-mentioned phone number and contact us for our expert advice and guidance to make a free site visit to Mahindra Happinest Tathawade along with special assistance from our sales officer to get complete in-depth information about the property.

[aadviksblog]

Mahindra Happinest Tathawade By Mahindra- Pune

Let us introduce to you the happy arrival of the pre-launch of the Mahindra Happinest project in Tathawade Pune by Mahindra Life Spaces. Mahindra Happinest Tathawade offers India’s first thoughtfully designed and well-equipped Fusion homes; a concept of fusion lifestyle introduced in Pune by Mahindra Group to handle your complex and ever-changing needs. Hence, this venture is exclusively positioned in a locality like Tathawade near Hinjewadi with outstanding connectivity so that we can meet our transformed needs of our multidimensional city life.

Mahindra Tathawade - The endeavor is blessed with the serenity of nature with more than 600 diversified tree species in its premises. This will make the stress and weariness of city life to disappear completely and you can immerse yourself in the happiness of life so that acquire and spread the peace, harmony, love, and joy that you and your family well deserve.

Mahindra Group was introduced in1994. The organization has effectively evolved private residential properties in Mumbai, Pune, Nagpur, Hyderabad, Chennai, Ahmedabad, Delhi NCR, Jaipur, and Bengaluru. All Mahindra Life spaces tasks will be a grandstand of branded homes where every single architecture, fitting, and design will highlight the top-tier quality of the building raw material and seamless efforts of the engineers and entire civil unit.

“A savvy moves to set right your future.”

Mahindra Happinest Tathawade - Green Features for a Brighter Future: 

Follow-up strategies implemented in the project to help protect the green environment: 

Energy saving by using solar panels to heat water and using LED lights in common lobby areas to reduce electricity usage. 

Save 60% of water by using wastewater treatment technology to capture rainwater and recycle water. 

Mind-Blogging Highlights of Mahindra Happinest:

The first exclusive fusion home concept with more privacy and space. 

Green Building GRIHA 4-Star Certified Project by IGBC – Indian Green Building Council.

A prime MahaRERA affirmed the location of Mahindra Tathawade under PCMC station, very close to Hinjewadi IT Park, ensuring work-life balance. 

Enjoy life in an eco-friendly and cost-effective eco home. 

Enjoy all podium-level amenities such as landscaped gardens and a rooftop clubhouse. 

A rare opportunity to grab a unique Jodi Flat offer from Mahindra Group.

“It’s time to elevate your standard of Living”.

Eye-Popping Location of Mahindra Tathawade:

The Mahindra Happinest Tathawade area aims to inspire and develop the minds of young and old as well as future generations. This is a prime location near the Mumbai-Pune highway with luxury communities such as Aundh, Akurdi, Hinjewadi Pimpri-Chinchwad, Bhumkar Chowk, Dange Chowk, and Wakad. The NH-48 national road runs through the town and provides direct access to the commercial centers of Ravet, Bavdhan, and Katraj.

Mahindra Happinest is currently located in the future town of Tathawade which will be an exciting destination not only for the residents of Tathawade but for the whole of Pune. Nestled in an offset location, surrounded by green hills and mountain views, the community offers a range of civic amenities including a giant IT hubs and business parks, supermarket, primary school, colleges, universities, hospital, restaurants, cafes, banks, and ATMs. Located in the heart of PCMC, all major daily services for residents are within walking distance.

This means that what once felt like a chore – will feel like a trip to the grocery store, a doctor's visit, or even a morning trip to school - can quickly become a pleasure as the township is surrounded by this vibrant hilly landscape that makes life very simple and easy each day.

Takeaway:

The Mahindra Happinest community covers 7 acres with 7 towers of 22 floors, with 1 BHK and 2 BHK homes for sale near Hinjewadi. At Mahindra Group, we value your hard-earned money and therefore strive to create well-designed, well-built, and fully assembled homes that bring design credibility, financial strength, and real-world insight to every project they work on and real experience. They thrive every day and are strategic thinkers who understand that what buyer’s value most are real quality and real financial results. 

Mahindra Tathawade is a visionary new master-planned community designed to enrich every aspect of your life. Here, our vision is to build on an exceptional level with vast open spaces and tranquil green surroundings.

So just rest in your new home and realize that you are surrounded by like-minded friends and form lasting friendships with them that will last a lifetime and explore the natural environment together.

So dial the below-mentioned phone number and contact us for our expert advice and guidance to make a free site visit to Mahindra Happinest Tathawade along with special assistance from our sales officer to get complete in-depth information about the property.

[jllhomes31]

Top two hotspots for buying property in Chennai

Chennai has engraved its space in India’s real estate market. From the commercial to residential segment, Chennai is growing rapidly, hosting renowned IT companies and notable startups. It is the SAAS capital and the Detroit of India. So, if you are wondering or have ever thought about which city to choose for an investment that gives the best return, this is it! Let’s understand two hotspots that can convert your money into a lucrative investment.

Guindy-Mount Poonamalle High Road

Guindy, one of the greenest locations in Chennai, is a fast-emerging location due to good connectivity through MPR extending towards suburban areas through Guindy railway station and Guindy metro station. It attracts young people with social infrastructure like schools, colleges, shopping malls, etc., fulfilling residential requirements. It is one of the key locations for IT hubs in Chennai and is considered a Grade A office market. It accounts for the total stock of 11.16 million sq. ft in MPR and Porur, with a capital value of between INR 9000 - 12000 per sq. ft in Q2 2022. Companies like NielsonIQ, R1, MAERSK, Olympia Square, and Prestige Cosmopolitan have a huge share in the MPR.

With corporates increasing the value of MPR, the government too is united in the mission to make Chennai a growing city by launching the upcoming FinTech city in Chennai with a built-up area of 1 million sq. ft. in two phases—Nandambakkam and Kavanur. This will attract talent from all over the country, allowing MPR's housing demand to rise. Not only commercial, but social and civic infrastructure too are driving and appreciating the housing demand for MPR with an annual average price of 5%-7% in Guindy city. The rental return ranges between INR 15000–20000 and INR 25000–40000 for 2bhk and 3bhk, respectively. With the available land and the upcoming growth corridor, OMR and GST will enhance the commute, fostering new launches in the next five years on Mount Poonamalle High Road.

Pallavaram Thoraipakkam Road (PTR Road)

PTR is emerging as one of the affordable places for homebuyers as it is the home to big conglomerates such as Wells Fargo, TATA, DHL, and COMCAST. This location came into demand due to its proximity to OMR, the IT hub, which hosts many reputed large IT parks and standalone buildings with easy access from Pallilaranai-Medavakkam-PTR Road. PTR is self-sustaining in terms of social infrastructure, with schools, shopping malls, restaurants, cafes, hospitals, and other requisite facilities in the surrounding areas, making it an ideal location for residential projects. As a result, PTR saw a massive demand from employees working in these IT and business parks.

With commercial and social infrastructure, the civic infrastructure too is contributing to the residential segment. The new metro line proposed and ongoing civic project of the bridge in Medavakkam, on Medavakkam-Velachery Road, will enhance the accessibility and commute of Pallikaranai-Medavakka-PTR. The combination of good civic, social, and commercial infrastructure means that the prices of the location will continue to appreciate in Pallikaranai–Medavakkam–PTR and neighbouring locations. PTR was a marshy area that had low-density residential development. On the other hand, Purvankaara and Landmark Construction have launched projects with more than 200 units. The rental return in this location is 2bhk and 3bhk, ranging between INR 18000–25000 and INR 25000–40000, respectively. It has been noted that annual launches are outpaced by annual sales in the Pallikaranai-Medavakkam and nearby areas of PTR Road. In the pre-toll OMR, an additional 4.3 million square feet of office space is operational, which will immediately raise the bar for residential properties in OMR.

Make your dream home a reality! Meet our real estate experts and find out what projects you can choose to invest in on Mount Poonamalle High Road and Pallavaram Thoraipakkam Road.

[prelaunchbuildingmumbai-blog]

Pre Launch Buildings In Mumbai Will Be A Thing Of The Past And Here's Why

Details about tasks is indicative and will not be fully up to date as of date. The company has lined up two projects for launch in september. A number of potential residence-house owners want to put money into an below development project because there Why Invest In Prelaunch Construction In Mumbai are many advantages of getting into the true property market earlier than the mission is accomplished. The firm is a pioneer in the integrated enterprise cities space, and at the moment has two operational integrated cities ? mahindra world city ? at chennai and jaipur developed in a public-non-public partnership model with the respective state governments. Prior to now few years, now we have hired professionals from various actual property organizations and in addition from the unorganized sectors to have the right mix of skills and perspectives.

  Thus far bangalore is fastest rising city in entire asia with the top of it and bt. You'll be able to count on one thousand greater than a mumbai if it started developing from centuries. In china, the authorities is often chargeable for land acquisition, rehabilitation and resettlement, whereas developers buy land from authorities with clear title. The venture has lined carparking, 7 amenities together Prices Of Prelaunch Projects In Mumbai with kids play space,guests parking and the mission is out there at value starting from rs.70.5 lac. That is the rationale why buyers are all the time advised to keep away from buying the property in the gentle launch as probabilities of the venture getting struck are high. Mumbai, the business metropolis of india, is and can stay the milch cow; however she's not going to be around without end if no person feeds and tends her.

  Karot power station has a capability of 720 megawatts and china three gorges south asia funding additionally has other energy tasks in pakistan, together with hydro, wind and solar power, which would largely resolve pakistan's problem, it mentioned. An integration of management & technology, larsen & toubro is a multi-national business conglomerate that strives for uncompromised work ethics, timeless values and transparency in all spheres of its companies. If the pricing is correct, buyers who have been sitting on the fence for long Builder For Prelaunch Residential Projects In Mumbai because of the lack of launches in mumbai will come in,” stated om ahuja , chief govt, residential, at jones lang lasalle india (jll), a property advisory, including a variety of pre-launches are expected in mumbai by established builders this year.

  Together with the gross sales outreach, the firm additionally worked towards guaranteeing higher entry to its clients at any level of time. Suitable for quick construction of houses, the 888 sqft plot available for sale at Pre Launch Buildings In Mumbai hosur road, base price for the plot starts from rs.14.21 lac. Build your personal customized dream dwelling in this prime evergreen land at sizzle orchids block nearly 2400 sqft plot is located at hoskote, bangalore at a worth of rs.51.6 lac. Rs three.25 crores.omkar lawns beyond godrej initiatives godrej reflections lodha bigwin jogeshwari salarpuria sattva misty charms pre launch projects godrej lively. The ipo manner helps in demand aggregation for instance, and allows Why Invest In Mumbai Pre Launch Residential Projects patrons in mumbai, investors and nris to participate,” said samujjwal ghosh, government vice-president (advertising), lodha builders. You'll be able to go to several websites to get an thought of the project below construction before you finalize a property.

    First township concept at mira road, facilities like india's first snow spa in a residential challenge and our prestigious properties like kanakia rainforest, kanakia paris, kanakia miami, kanakia hollywood, kanakia zen world and kanakia wall street. You're bound to hunt assist from an actual property developer or an organization to search out the correct property for funding.

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Warehousing plays an important role and is a fundamental part of the transportation of goods in the infrastructure of the business. It collectively helps in building robust economies for the procurement, distribution, and manufacturing of services. There is a growing tide in the industrial and warehousing sector of India due to increasing demand in the e-commerce companies, manufacturing, and third-party logistics (3PL). Heavy industries occupiers such as the aerospace sectors, automotive, and auto ancillary often spend, INR 28-35 per sq foot per month on leasing the facilities of warehousing for meeting their specific requirements. There is growing importance on the warehousing rent, which accounts for 10 – 15% of total logistic cost along with the optimization of customer services, transportation cost, packaging, inventory management, and handling.

According to property consultant CBRE, India records a growth of 31 percent crossing 13 million sq ft every year in the leasing of warehousing. Leasing activity of more than 60 percent got contributed by Mumbai, Chennai, and Bengaluru. The growth in warehouse leasing has also led to the growing demand in the manufacturing sector, which further creates additional jobs in infrastructure, customer services, real estate, and the retail sector.

Warehousing leasing for spaces consists of rented buildings commercial space used for business, ports or harbors of the Government or state which is common in emergencies, warehouses of pre-fabrication with no availability of permanent structures and is common practice in emergencies, transit for the different locations destined goods temporary storage for a short time, organization owned and managed space, bonded warehouses for unpaid duty storage of goods which are destined to another country, Open storage which is not ideal for emergencies, sometimes the only alternative for perishable products, and bonded warehouses pre-positioned stock and for quick sport can sometimes be stored for long periods.

Driving Force behind Warehousing Demand

The Indian warehousing and industrial sector are getting benefits from various policy initiatives of the Government such as evolving patterns in consumption, implementation of Goods and Services Tax, dynamics in global trade, and Make in India program.

Modernization of Warehousing facilities due to GST– Tax consolidation across states due to the implementation of GST has enabled companies for setting up a very efficient distribution network. Now, development is taking place for the making of extensive and centrally located warehousing facilities by companies. Hence, the hub-and-spoke model will become more prevalent in the future.

E-commerce development with a large consumption market– The warehousing demand by e-commerce sectors is mostly visible from the significant investment made by Amazon and Flipkart. In recent years, there are more e-commerce portals like Amazon and Flipkart with a vast and growing demand for warehouses. They pick up the products from the sellers and take them to the warehousing facilities, known as the fulfillment centers for sorting and packaging the goods.

Make in India Program– Multinational companies are keen on expanding their manufacturing footprint due to which India is gaining prominence as a manufacturing hub. The campaign, Make in India which started initially in 2014 by the Indian Government gave initial impetus for investment attraction in the sector of manufacturing. Positive results are seen in the form of many multinational companies such as Xiaomi, Apple, Lockheed Martin, and Samsung setting up their bases in India.

Evolving global trade dynamics– India has been the source of attraction as a manufacturing hub for the last few months due to the ongoing trade tensions between China and the US. India is evaluated and seen as an alternative to the many multinational manufacturing companies like Honda Motor Company, Foxconn, Hyundai Motor Company, Pegatron Corporation, Volkswagen, and Winston Corporation.

Warehouse Leasing in Chennai for Industrial and Commercial Purposes

Traditionally, Chennai, an industrial town gives primary importance to the manufacturing of automobile and IT hardware. Chennai solidified as one of the major manufacturing hubs of India due to advantages such as rail network, ports, and robust road. Chennai from the early 1990s has the established presence of automobile manufacturers such as Hyundai and Ford Motor. The logistics market of Chennai is also growing as companies are looking for future expansion through the exploration of leasing logistics spaces, which is good quality. There is also an increased supply of industrial and commercial real estate infrastructure and good quality warehousing in Chennai. Knight Frank India, who is a global real estate consultancy, launched India Warehousing Market Report 2020. The report states a leasing activity of a warehouse of 3.4 mn sq ft and a 22% robust compounded annual growth rate is seen in Chennai in the Financial Year, 2020.

Manufacturing Hub has had stimulated the facilities of warehousing requirements that developed on and around the highways of four avenues that came out from the center of Chennai such as the GNT Road (Kolkata highway, NH 16), Poonamallee High Road (Bengaluru highway), and the Chennai Thiruvallur Road (MTH Road) toward the north, the Grand Southern Trunk Road (GST Road/ NH 32) towards the west. Chennai’s activity regarding warehousing is currently concentrated from the city center between 40 to 60 km in a location such as Periyapalayam in the north and Thiruvallur, Oragadam, Mappedu, and Sriperumbudur in the west. There are two major warehousing clusters in Chennai. The western locations constitute one cluster known as the Sriperumbudur-Oragadam cluster, and the northern areas form one cluster, known as the NH 5 – Periyapalayam warehousing cluster. The western locations primarily fulfill the Auto and Auto Ancillary industry requirements, and the eastern areas meet the FMCG sector company’s needs.

Chennai’s Real Estate and its trends

There was a fall in the growth of the real estate of Chennai. However, the state bypassed and overcame the economic slowdown. According to the report from Knight Frank India, the country saw a growth of 6% year-on-year rise in Home Sales and 0.1 mnsq m (1.5 mnsqft) of new supply in office transactions. The primary trends providing most of the impetus to sales are ready to move-in-homes and affordable housing. Accordingly, it also encouraged the builders for the planning of new projects.

The latest trends in Chennai in the real estate for development are the co-working spaces in which more than 13 million people in India work. The leasing also jumped five-fold in co-working spaces from 2% in 2017 to 10% in 2018. Rapidly increasing expansion of industries and subsequent commercial activity supports and drives the real estate market of Chennai. The development of North and South Chennai will further boost real estate demand. Preference in co-living spaces that have good accommodation facilities but are inexpensive and lacking interest in the responsibilities of homeownership.

Chennai at present is also having a high demand for large business parks and sharing paces. The commercial real estate needs a transformation due to the reshaping of office space work culture and requirements by the Corporate and MNCs. There was widespread anticipation that there would be a significant decline in the office spaces after March. However, this is so not the case, according to the Vice –Chairman of Anarock Property Consultants, Santhosh Kumar. He said that everyone changed their business strategies after adjusting to the new realities.

Customer Experience as a Strategy

Customer experience plays a significant role in the owner-operator committed to enduring relationships. Highest quality logistics real across should be provided to the customers across the globe along with helping them in the operation of their cost-effectively, continuously, and efficient facilities. One of the most significant aspects of leasing industrial logistic properties companies is operational continuity. Hence, there should be the availability of 24*7 customer support for keeping the smooth running of logistics facilities. Performance of a wide range of services for ensuring that the customer’s lease is ongoing with an efficient operation like quickly responding whether the big or small needs of the customers and spend countless hours corresponding and meeting with customers and vendors. Another important necessity for maintaining a good customer experience is partnering with real estate agents across the globe for helping the clients in their exemplary service in executing strategies of real estate.

Warehousing Leasing and Inventory Management

The basic principles guiding the inventory management in the warehousing leasing are procedures for inbound receipt planning; outbound delivery procedures; and storage formalities such as occupational health and safety, inventory control, and location management. Timely inventory management along with time saving and efficient handling system and efficient mode of transportation optimized 80% of the logistic cost. The procedure for inventory management is acquisition, valuation, issuance, transfer, counting and reporting, disposal, handover and return, request, and closure of field offices. Each organization’s offices should have correct, adequate, and updated inventory records. There is proper documentation of all the inventory transactions and also the submission of a sufficient audit trail.

Conclusion

Thus, there is the enormous capacity of India, especially the fastest developing cities for attracting investments of large scale into the warehousing and industrial sector. It is even especially significant in the present times since companies are considering the supply chains shifting to India from China. Chennai may observe a massive growth in the real estate and warehousing sector after Bengaluru as it already has a healthy supply and demand for the warehousing sector, commercial and industrial spaces.

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Thriving during the lockdown: Game plan of small Indian brands

New Post has been published on https://apzweb.com/thriving-during-the-lockdown-game-plan-of-small-indian-brands/

Thriving during the lockdown: Game plan of small Indian brands

By Harsh Vardhan

When the going gets tough, the tough gets going — it’s probably the most overused phrase among millennials, but never has it carried the weight that it does in the current situation the world is caught up in. Almost a global lockdown and a constant threat to life has pushed everyone inside four walls of their homes and made people rethink their movements and actions. Brands aren’t unscathed either. Some of the top business organisations and retail chains have crumpled under pressure, leaving many wondering if these corporate giants even had any plan of action for such an emergency. Surprisingly, some of the local and rather new-age companies have risen up to the occasion and managed to deliver well.

“Local brands have a more local supply chain – that makes it easier for them to manage disruptions in times like these. I believe it is not a matter of less or more trusted choice, but the fact that there was no choice in some cases. Hence, availability trumped everything else,” Abheek Singhi, senior partner and managing director at The Boston Consulting Group tells Brand Equity.

In India, the sudden enforcement of nationwide lockdown on March 25, left many big brands with stocks stuck in the pipeline.

Gaurav Baheti, founder and CEO of supply chain management company Procol, says, “Considering the fact that more than 95% buyers purchase essential goods through their network of sellers and brokers, there is a need to discover new reliable vendors who could help with required fulfilment. Availability is the key right now. Smaller brands have been able to capture that aspect well.”

Retailers say smaller and regional consumer goods products have been outpacing larger market leader brands in sales in nearly a dozen key categories as consumers pick availability on shelves over loyalty. Be it the city-based snacks companies or some better known ones such as Garden (owned by CavinKare) and Baggrys, munchies and ready to cook items have been flying off the shelves fast. With most meat shops shut and consumers becoming increasingly hygiene conscious, demand for packaged and frozen meat from companies such as Mumbai-based Zorabian Chicken has also seen a significant surge in demand. Easier availability of local players at the next door kirana stores has played a big role in this demand and experts feel this could lead to a larger shift in consumption patterns as people could get used to a comparatively lower priced brand.

According to Nielsen, share of the top three brands in the hand sanitiser segment dropped from 85% in January and February to 39% in March after 152 new players entered the segment. In packaged rice in modern trade, top three brands cumulatively lost their share from 72% in February to 64% in March.

“What worked for us is that we own our entire supply chain and have a robust distribution network. One of the key decisions we made during the lockdown was to scale down the operations and provide only the essential products, like idli dosa batter, chapati, parotta, paneer etc in all markets,” says PC Musthafa, co-founder and CEO, iD Fresh Food.

Brand positioning and social image, too, has been a focus area for most of these companies at this point as it could go a long way in creating a positive impression on the consumer’s mind.

Rohan Mirchandani, co-founder and CEO of yogurt brand Epigamia says, “We realised that despite the restriction imposed on the movement of people and goods, we had to resume our supply lines to ensure the availability of food in the retail stores. We re-engineered our operation and resources and worked closely with state authorities to gain the requisite permission to run our supply infrastructure to service the stores. Realising that many of our consumers are still unable to find us in-store, we set up a direct to consumer platform for them to order from us directly.”

Licious

Even meat delivery platform Licious has been rather active when most e-commerce chains have been facing delivery challenges. “Given that we own, control and manage the entire supply chain, Licious has been in a position to respond swiftly to the changing ground realities in the wake of the pandemic. We have been airlifting some part of the raw material, especially for cities where local sourcing is difficult at the moment. Across Bengaluru, Hyderabad, Delhi-NCR, Chandigarh, Mumbai, Pune and Chennai, we have witnessed a 200 per cent surge in demand during the lockdown period,” Licious co-founder, Vivek Gupta, tells BE.

Startups such as food brand Soulfull, owned by Kottaram Agro Foods, have brought tech into use to work around the situation well. Says Prashant Parameswaran, MD & CEO, Kottaram Agro Foods, “As a startup, we do not have regional HR teams for every city/state and our leaders from the sales team moved into being the CEO’s for the region and took on the spot decisions. Our sales team not only collected orders via phone or with our app but also ensured delivery by taking their vehicles or distributor vehicles. We had set ourselves into a war-zone mentality. Some of our regions delivered sales which were as much or if not more than the pre-Covid times. We even enabled a store locator on our website for our customers to know which stores are open in their area and what products of the brand they had in stock.”

Snacks company True Elements’ co-founder Puru Gupta, who anticipated the crisis says, “Thanks to our China learnings and connections, we anticipated this situation to some extent in the middle of January itself (though not this level of scale.) We worked out a detailed business continuity plan. From the first week of March, we moved our migratory population to live inside the factory with their food and entertainment taken care of. As a result, we had zero production loss in our plant – the only loss was due to a broken logistics system which we managed in Pune and Mumbai through our vehicles.”

But the question to be asked is whether consumers would continue opting for these newer brands in the long run or is this surge in demand just a manifestation of the panic in the air?

“In the first two weeks of lockdown, anything that was available, sold. Many smaller and new brands gained sales in that period. But I would wonder, if consumers were making a choice for a brand at all. People panic bought categories – atta, soybean oil, biscuits, noodles, ghee, hand wash and not brands. Some new brands ended up going to new consumer homes. Very good for them,” says Damodar Mall, CEO – Grocery, Reliance Retail.

Nielsen has slashed its 2020 growth outlook for India’s fast-moving consumer goods sector to 5-6% from its earlier projection of 9-10%, but big brands, with their financial strength and larger distribution chain, can bounce back aggressively once supply chain disruptions ease. This, in turn, might again hurt the smaller brands.

“I would not see this (fall in demand during lockdown) really as an issue with big brands. They finally have the capability to reorient the supply chain quickly,” says Pinakiranjan Mishra, partner & sector leader, Consumer Products & Retail, EY India.

In the long run, numbers will still be in favour of corporate behemoths, but younger brands are well aware of how this situation can serve as an opportunity for them to make a lasting impression.

Srini Vudayagiri, CEO, Unibic Cookies, says “We have been utilising this time to get back to the drawing board and come up with a sound post-lockdown plan. Our strategy is to tap into this opportunity to reinforce our brand messaging and help connect with new customers. Furthermore, the plan is to continue to stay connected, especially in these times of physical distancing. Another focus area is staying connected with over two lakh trade partners and business associates, as we help each other weather the storm.”

“Given that there are no fixed formulas to surviving a pandemic or doing business in a lockdown situation, we have to be quick on our feet … The biggest lesson has been to be adaptable to the fast-changing ground realities,” he concludes.

Founders Speak “There is no template to follow. We wanted to spread the message of love and hope. That’s the reason we launched an early Mother’s Day Campaign – for what can be more comforting than a mother’s love? The most important lesson we have learnt is not to take anything for granted… If you had told me two months ago that the company can be run remotely, I wouldn’t have believed it. But we are doing it now! We have decentralised the decision-making process to help cope with the changing dynamics of each region. Flexibility has been the key.” PC Musthafa, CEO & co-founder, iD Fresh Food.

“We need to be super nimble, yet wedded to long term objectives. Our business models were re-engineered to meet the times and we did the same, be it the way we now supply to stores or the new D2C model. All of this was done with a clear thought on how it met our big picture of the long-term goals.”- Rohan Mirchandani, CEO & co-founder, Epigamia.

“As a young company, we pride ourselves in our agility and that’s what allowed us to make a few quick amends in our delivery model to suit the situation. Other than moving to the slotted delivery models and forging quick partnerships, we also initiated consolidated delivery to large apartment complexes. This reduced the pressure on the delivery system while allowing us to serve a much larger number of consumers. Our decision to hire hotels to house all employees working in the processing plants during the lockdown, adhering to stringent safety measures, has strengthened our sense of team spirit. In fact, most of our new recruits have come through references from our current employees.” – Vivek Gupta, co-founder, Licious.

Expert Take “Post the panic buying stage, things are different in our stores. Let’s talk about instant noodles as an example. As a supermarketwala, I love all the brands of noodles I sell, including our private brand SnacTac. However, as a student of consumer behaviour, I have to say, in these otherwise disturbed times, a bowl of Maggi feels safer, warmer, cosier than a bowl of SnacTac or any other brand! When many things are uncertain and tad scary, people like to reduce variables around them and seek comfort in the known and trusted. I wonder if I would go for a newbie gluten free idli mix with unfamiliar credentials, or a trusted rava idli mix from MTR.” – Damodar Mall, CEO Grocery, Reliance Retail.

“The thing that has mattered the most in these times is the 4th P of marketing – that is ‘place’. Our research has indicated that availability at the retail point has been the most important element of marketing. In light of that, all FMCG companies have pulled all stops to ensure last mile availability. Consumers are concerned and cautious about the future – due to both the virus and the economy. Our research clearly shows that they expect to spend less across most categories. Consumer choice at these times is driven by a set of interrelated factors – trust and security is more important than ever; the sense of minimalism and desire for small pleasures will co-exist.” – Abheek Singhi, senior partner and managing director, The Boston Consulting Group.

“I would say the winner would be the brands that can understand the shifts in consumer behaviour quickly and reorient their product range and channel to meet their demands. While smaller players are nimble in this, the big companies have an advantage now of not working full steam and hence a lot of management bandwidth available to address these issues. In fact the larger players who are cash rich have a great advantage in using their scale and might to change much faster this time.” – Pinakiranjan Mishra, partner & sector leader, Consumer Products & Retail, EY India.

ROAD AHEAD

5-6% – Nielsen’s growth outlook for FMCG sector for 2020

9-10% – Projection before Covid-19 pandemic happened

The sector saw early signs of recovery in Jan and Feb

March 25 – Nationwide lockdown came into effect

May 18 – Date till which lockdown is to last as per current directions

Possible government stimulus, cheap crude oil and low inflation may help post Covid-19 business

Lockdown leading to a drop-in consumption and shift in preferences

People are moving away from discretionary spend and focusing on financial security: Nielsen report

A McKinsey study shows about 65% of the consumers have tried new or alternate brands, of which nearly 10% intend to not switch back

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Barbeque Nation IPO

Buy Barbeque Nation Unlisted Shares at best prices at Planify.in Barbeque Share Price, Barbeque IPO News, Barbeque Nation IPO.

Bengaluru-based diner Barbeque Nation Hospitality Limited on Tuesday filed papers with the Securities and Exchange Board of India (Sebi) for an initial public offering (IPO). The company plans to raise Rs 1,000-1,200 crore through the IPO.

The issue comprises a fresh issue of shares worth Rs 275 crore and an offer for sale (OFS) of up to 98,22,947 equity shares.

Barbeque Nation may consider to do a pre-IPO placement not exceeding Rs 150 crore, the company has stated in its draft red herring prospectus (DRHP).

The diner’s promoters include Sayaji Hotels, Sayaji Housekeeping Services, Kayum Dhanani, Raoof Dhanani and Suchitra Dhanani and is backed by private equity investor CX Partners, which made its first investment in 2013 and again in 2015.

The promoters own 60.24 percent stake in the company, while CX Partners own 33.28 percent. Renowned stock market investor Rakesh Jhunjhunwala's investment firm Alchemy Capital holds 2.05 percent in the company.

The issue is being managed by IIFL Securities, Axis Capital, Ambit Capital and SBI Capital Markets.

Up to 50 percent of the offer will be available for allocation to qualified institutional buyers (QIBs). Further, up to 15 percent shall be available for allocation on a proportionate basis to non-institutional bidders and the remaining 35 percent will be available for the allocation to retail individual bidders.

Barbeque Nation currently operates 138 outlets across 78 cities across 24 states in India and 7 outlets in UAE, Oman and Malaysia..

NEW DELHI: Barbeque Nation Hospitality (BHNL) refiled fresh draft red herring prospectus (DRHP) with Sebi for its initial public offer (IPO). According to market sources, the issue size will be approximately Rs 1,000-1,200 crore. The issue by the Bengaluru-based company -- backed by private equity investor CX Partners and ace investor Rakesh Jhunjhunwala's investment firm Alchemy Capital -- would comprise a fresh issue of shares of Rs 275 crore and an offer for sale of up to 98,22,947 equity shares. The company may consider doing a pre-IPO placement not exceeding Rs 150 crore, the company said in its DRHP. The promoters of Barbeque Nation Hospitality (BHNL) are Sayaji Hotels, Sayaji Housekeeping Services, Kayum Dhanani, Raoof Dhanani and Suchitra Dhanani. Private equity investor CX Partners made its first investment in the company in 2013 and then in 2015. The promoters hold 60.24 per cent stake in the firm, while CX Partners owns 33.79 per cent and renowned investor Rakesh Jhunjhunwala's investment firm Alchemy Capital holds 2.05 per cent in the company. Barbeque Nation Hospitality (BHNL) claims to be India’s largest player in the organised dining space. IIFL Securities, Axis Capital, Ambit Capital, and SBI Capital Markets are the Book Running Lead Managers to the issue.

Up to 50 per cent of the offer will be available for allocation to qualified institutional buyers (QIBs). Further, up to 15 per cent of the offer shall be available for allocation on a proportionate basis to non-institutional bidders and 35 per cent of the offer will be available for the allocation to retail individual bidders. The proceeds of the issue will be utilised to repay an outstanding borrowing of Rs 205 crore in part or full and general corporate purposes. The company recently acquired 61.35 per cent stake in Red Apple Kitchen, which owns Toscano, a casual dining Italian restaurant chain that has 10 outlets operating across Bengaluru and Chennai. Additionally through its existing kitchen infrastructure, the company launched UBQ in November 2018 to provide a la carte Indian cuisine in the value segment, which is currently being availed by delivery across 71 cities. Since its earlier filing in August 2017, the restaurant chain has opened up 59 new outlets and is operating 138 outlets across 78 cities across 24 states in India and 7 outlets in the UAE, Oman and Malaysia. The restaurant has seen 14.29 per cent growth compounded annually in its dining covers in India, which has grown from 68.60 crore in FY17 to 89.60 crore in FY19, pillared by referrals and recommendations of customers.

According to Technopak, the chain CDR market is one of the fastest growing segments in the Indian restaurant Industry and is projected to grow at a CAGR of 20% between FY19- FY24.

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5 Outrageous Ideas For Your Pre Launch Property In Pune

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Brand Building and Customer Loyalty Programme UPES Assignments

UPES Assignments 2018

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UPES Assignments Section A – 20 marks

Answer all the questions. Each question carries 5 marks 1. Define customer based brand equity pyramid 2. Distinguish between brand image and brand identity with examples 3. Explain brand positioning 4. Explain Brand audit process

UPES Assignments Section B – 20 marks

Answer both the questions. Each question carries 10 marks 1. Critically examine the CRM initiatives adopted by oil marketing companies in India 2. Describe the different methods of brand valuation

UPES Assignments Section D – 20 Marks

Answer any two questions carrying 10 marks each.

UPES Case study Solution- BPCL

BPCL’S PETROL PUMP RETAIL REVOLUTION “We have always been a proactive company and envisaged that in the future, with decontrol, it is going to be important how the retail outlet looks and the kind of facilities it offers.” - A BPCL spokesperson, in 2000 THE PIONEER Petrol pumps in India have come a long way from being dusty, poorly lit places manned by shabbily clothed and indifferent personnel, to the shopping malls of the early 21st century. Bharat Petroleum Corporation Ltd. (BPCL), a leading player in the India petroleum industry, received wide acclaim for having brought about this change in the Indian fuel retailing business. In the mid 1990s, the oil industry felt the need to establish strong brand identities; until then, the industry seemed to have adopted an indifferent approach towards customer service. With the deregulation of the oil industry due in April, 2002, Indian players realized that they needed to become more customer focussed. BPCL’s pioneering efforts in creating brand awareness for its products were thus a welcome change. Till the mid 1990s, a typical petrol pump owner seldom interacted with the oil company whose franchise he held. However, with the new found retail focus of the late 1990s, companies stared taking immense interest in the retail outlets. BPCL’s first foray into petrol pump retailing was through Bharat Shell Ltd. (Shell), its joint venture with Shell Overseas Investments of Netherlands. Shell launched the first convenience store (C-Store) stocking over 1,000 different items. The store, offering eatables, soft drinks, stationery, newspapers, magazines, frozen foods, light bulbs audio cassettes and CDs, came as a pleasant surprise for Indian consumers. By mid 2001, petrol pumps at almost all major locations in the metros had set up retail outlets. However, BPCL was reported to be much better positioned than its competitors, Indian Oil Corporation (IOC) and Hindustan Petroleum (HP) to meet the MNC onslaught after deregulation. BPCL was also reported to be fine-tuning its marketing and retailing strategy. THE BACKGROUND BPCL’s history dates back to 1951, when the Government of India entered into an agreement with the UK based Burmah Oil Company and Shell Petroleum Co. (Burmah-Shell) for establishing an oil refinery in Bombay. In 1952, this agreement led to the incorporation of Burmah Shell Oil Refineries Ltd. In January 1955, the refinery at Bombay went on stream, and in 1962, the refinery started processing crude oil from Ankleshwar in Gujarat. In December 1975, following the passing of ‘The Burmah-Shell (Acquisition of Undertaking in India) Bill,’ the government of India signed an agreement with Burmah-Shell. Subsequently, the government took over the operations of the company and changed its name to Bharat Refineries. Initially, the company sold only kerosene, but later it set up services stations to sell petrol as well. Bharat Refineries became the first Indian company to introduce LPG for domestic cooking purposes. In January 1976, the Government acquired 100% shares in the company, and in August, 1977, the company’s name was changed to Bharat Petroleum Corporation Ltd. (BPCL). The economic reforms of 1991 paved the way for major changes in BPCL. The company entered into marketing contracts with Indo-Burmah Petroleum (IBP), Madras Refineries Ltd. (MRL) and Cochin Refineries Ltd. (CRL). In 1992, the government disinvested 30% of its stake in BPCL in favor of financial institutions and mutual funds. The Rs.10 share created a record on the bourses when it opened at Rs. 1275, the highest ever opening among public sector companies. In 1993, BPCL tied up with its erstwhile partner Shell, to form Bharat Shell Ltd. (BSL), with the latter having a 51% stake. In 1994, BSL launched lubricants under the Shell brand. These were marketed by BPCL as well as BSL. By the late 1990s, BPCL had emerged as India’s second largest oil company in terms of market share. In April 1994, 3.8% of BPCL’s equity was disinvested in favor of its employees. In 1998-99, the Government decided to further divest 26% of its stake in BPCL. The Government identified BPCL as one of the nine ‘Navratnas’. This move gave BPCL greater freedom to develop employee policies. It also enable the company to take decisions regarding capital project expenditures without government interference. In 1999, BPCL acquired a 32% stake in Indo British Petroleum (IBP) BPCL’s Mumbai refinery consistent operated at over 120% of its 6.9 million metric tones per annum (mtpa) installed capacity. It had the ability to process a wide variety of crude, and its proximity to the Bombay High oil field enabled it to meet most of its crude demand domestically (only 15% was imported). T6o make up for its limited refining capacity, BCPL formed a strategic alliance with Chennai Petroleum Corp (which was later taken over by IOC) to sell the products produced in the latter’s 6.5 m mtpaManali refinery. Also, the government transferred its entire shareholding in Kochi Refineries (KRL) (capacity 7.5 mtpa) to BPCL. BPCL also acquired IBP’s 19% stake in NumaligarhRefineries ) (NRL) (capacity 3 mtpa) in West Bengal. These acquisitions, and the 9 mtpa refinery being set up at Bina in Madhya Pradesh, were expected to address the limited refining capacity problem in the future. By mid-2001, BPCL’s nation-wide retail network comprised 4,500 outlets, 60% of which were company-owner or leased-the highest percentage among the oil PSUs. Retail sales accounted for around 60% of the company’s sales volumes, with the average sales per outlet being 223 kl per month. In 1990-00 its market share was 32% in petrol and 27% in diesel. The company was particularly strong in the western and southern regions. However, its share in lubricants, the most profitable product, was relatively low, partly because of its dependence on the oil companies for the base oil needed to make lubricants. THE RETAIL INITIATIVE – PHASE I The petroleum business can broadly be divided into three parts: the production of crude, the refining the crude into saleable products like petrol, diesel, kerosene etc., and retailing. Though margins were usually high in crude production, it was a high-risk, long-gestation business. As far as refining was concerned, there was excess capacity worldwide and margins were rather low. It was only in marketing was that companies could get the maximum margins, and hence the rush to renovate the retail outlets. Also, add-on services were expected to help the oil companies increase the extent of non-fuel businesses around their outlets. (Globally, non-fuel business accounted for a substantial portion of petrol pump margins.) As part of the nationalization drive in the late 1970s, BPCL took over Shell’s marketing network. This acquisition gave BPCL a strong marketing network and choice locations in cities. In 1992, BPCL began its customer service improvement efforts with a market survey for identifying the needs of its customers at retail outlets. The survey revealed the need for a good and accurate air gauge and the facility to pay by credit cards. The survey also indicted that customers would like to be able to purchase soft drinks at these outlets. In response to the above findings, BPCL tied up with Apollo Tyres and installed ‘accurate’ tyre gauges (provided by the tyre company) at most of its outlets. BPCL also signed an agreement with the soft drinks major Pepsi Co. and made the entire range of Pepsi soft drinks available at its outlets. BPCL was the first oil company in India to issue a co-brand credit card in a tie up with Bob card Limited in August, 1995. The card was launched in select cities to enable customers to purchase fuel on credit from any of its outlets in those cities. The vehicle owners could even authorize their drivers to purchase fuel using this card. This facility was particularly useful for fleet operators and truckers who would otherwise have to carry huge amounts of cash on their long-haul routed. BPCL took special attention to avoid the problems an average petrol pump owner associated with the usage of such ‘petrocards’, e.g. the long time taken by oil companies to collect the card slips and reimburse petrol pump owners. Also, the transaction fee (below 1%) offered to them was considered to be very low. BPCL gave the cardholders pre-embossed slips so that the pump attendant did not have to run the card and slips through the embossing machine. The company made arrangements to collect the charge slips of the day the same evening, and depositing them at the BoB cards office- where the cheque for each dealer was prepared immediately for delivery the next morning. During 1998-2000, BPCL took the help of consultants Arthur D. Little to make itself more ‘market savvy.’ BPCL CEO, U Sundararajan, said, “If our staff had to be geared to satisfy the customers, we needed to change our organizational structure.’ The company was split into six strategic business units (SBUs) and efforts were taken to reduce bureaucracy and increase interaction between senior managers and the customers. The six SBUs thus identified were retail outlets, commercial users, lubricants, LPG, aviation, and refinery. This classification helped the managers focus on specific customers and cut bureaucratic layers, speeding up decision-making. For instance, while earlier a sales officer typically serviced customers from 30 retail outlets, 12 LPG distributors, six kerosene dealers, and 10 bulk customers, now he talked to customers from a specific SBU. Earlier, only General Managers had the right to decide on discounts offered to BPCL customers. Under the new regime, even sales officers were authorized to take such decisions. BPCL also set up cross-business councils that functioned across the six SBUs in areas like strategy, human resources, and brand building This restructuring gave special emphasis to marketing: BPCL initiated a series of steps for taking the company closer to its customers. The 22 divisions offices were replaced by 61 branches in smaller territories, based on smaller geographical areas, resulting in closer interaction with the customers. For instance, earlier a division office at Jaipur looked after the entire state of Rajasthan. Now, four territory managers in the state managed the smaller geographical areas. The most important change on the marketing front was the renewed focus on retail outlets. In the early 1990s, BPCL identified 1,234 new outlets that would be strategically critical after deregulation of the industry. The company then appointed a ‘site procurement team’ to acquire these outlets. The team had the authority o talk to the owners of the sites and take decisions on their own. Within a short period, the sites were acquired. BPCL then started modernizing individual p0etrol pumps throughout the country and launched the ‘Bazaar’ range of stores on the lines of Shell’s ‘C’ stores. To complement the launch of the first few ‘bazaar’ outlets, BPCL released an advertising campaign as well. The five advertisement press campaign carried the baseline: ‘Each pump has a story to tell – a story of care & commitment.’ THE RETAIL INITIATIVES – PHASE II By July, 1999, 35 of BPCL’s retail outlets across the country had the ‘Bazaar’ stores running successfully. In October, 2000, BPCL pioneered another revolutionary concept by launching a McDonald’s fast food outlet at a petrol pump near Mathura (UP) on ht e Delhi-Agra highway. The 4,000 sq.ft., 180 seat outlet was set up a cost of Rs 40 million. McDonald’s paid a fixed rent, besides a percentage of its sales to BPCL, for using the facility. The outlet was expected to pull in foreign and domestic tourists headed to and from Agra, besides the residents of surrounding areas. The company closely monitored the performance f these retail outfits and through customer feedback. Based in its findings and the recommendations of consultant Dhar&Hoon, BPCL realized that it needed to further modify and improve the ‘Bazaar’ stores,. BPCL’s research on these outlets across the country revealed that most of the customers arrived between 8 pm to 11 pm, usually on their way back from work. So, the company decided to keep the stores open till at least 11 pm. BPCL realized that a lot of the products being stocked, like soft toys were not really selling. As a result, the company reduced the range of the products carried and focused on impulse products like chocolates and essentials like milk. In January, 2001, BPCL further upgrade the ‘Bazaar’ stores and, a month later, launched the ‘In & Out’ stores at around 40 outlets in Bangalore, Mumbai, Delhi, Kolkata and Chennai. A BPCL spokesperson said that the stores intended to offer all the ‘top of the impulse’ items to customers. The company planned to convert the completer ‘Bazaar’ network into this new and larger concept in phased manner. Around 600 outlets were targeted in the first phase of expansion. After the metros, BPCL planned to launch these stores in north Indian cities like Chandigarh, Amritsar, Ludhiana. Jammu, Jaipur, Udaipur, Lucknow, Agra and Meerut. To offer enhanced services to its customers, BPCL tied up with various companies from a number of different industries: fast food, photography, music, financial services, ISPs, e-commerce portals, document centers, ticketing, greeting cards, ATMs, and courier services. The companies involved were McDonald’s, Tata Internet Service Ltd., Pepsi, Kwality Walls, DHL, Skypak, Essar, Kodak, HMV, Sony, Qwiky’s, Canon, ITC, UTI Bank, Standard Chartered Bank and Kotak Securities. These companies were all given counters within the stores for selling their services. The ‘In & Out’ stored remained open till around midnight and reopened around 4 am. The company was closely watching the traffic at each outlet and was planning to extend the working hours if needed. The ‘In & Out’ outlets offered Internet browsing facility, along with assistances to guide the customers with their online shopping. BPCL also proposed to use the Internet facility to deliver products to consumers in a timely and cost-effective way. While products could be sent t the customer’s geographical area easily, it was not always easy getting them to their houses when the customers were home to receive the goods, BPCL proposed to use the solution developed by a US based company Peapod, which used the local petrol pump as a delivery point. The products were delivered to a BPCL outlet so that people could come and collect them. The customers could even call the outlet when they were home for the goods to be delivered. Thus, the petrol pump acted as a convenient channel between the companies and the customers. One of BPCL’s innovative plans concerned the distribution of LPG cylinders. A company source said, “For couples who are both out of the house on work, getting the gas cylinder delivered is a big problem.” Thus prompted the company to implement a Fixed Time delivery system where arrangements were made with the local dealer, or even over the Internet, to have the cylinder delivered at a particular time, rather than in the course of the delivery man’s rounds. With an investment of around Rs 6,00,000-9,00,000 per ‘In & Out’ store, BPCL expected the convenience stores to break even by February 2002. The company was expecting daily revenues of Rs 25,000-030,000 from the bigger stores and Ra 8,000-10,000 from the smaller ones. BPCL’s rivals, IOC and HPCL, had also begun refurbishing their petrol pumps – IOC’s stores called’ Convenio’ were running very successfully across the country. The one who gained the most from this new found retail focus of the oil companies, was the customer. QUESTIONS FOR DISCUSSION 1. Examine why the Indian oil PSUs decided to renovate their petrol pumps and increase the focus on customer service. Do you think that such heavy expenditure in setting up retail stores at the petrol pumps would be a wise move? Support your answer with reasons. 2. Do you agree that of the three oil PSUs, BPCL was likely to be the most successful after the deregulation of the industry? Give reasons to justify your answer. 3. From 2012 onwards the sales of branded fuels have steadily declined, should oil marketing companies invest in branded fuels? substantiate your answer with suitable logic. Read the full article

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