Legacy of 88-YO Desi Brand Makes Rs 60 Crore Every Year Through Pickles & Podis

• 42
• 0

R S Narayanasamy Iyer and R S Ganapathy Iyer went to Madras in pursuit of better chances 88 years ago, in 1933. The brothers from Ramanathapuram, a small town in Palakkad, were both outstanding cooks, and it was this expertise that helped them settle into their new surroundings. 

 

With only four tables to seat 16 people, Sri Rama Bhavan opened on Thambu Chetty Street in Madras (now Chennai). The restaurant served the people in what was once Madras' commercial heart, concentrating on delivering traditional dishes.

 

Eventually, their culinary abilities and admiration for the cuisine spread far and wide, attracting celebrities of the time to Sri Rama Bhawan.

 

Pickles, podi (powder), papadum (papad), and chutney were always for purchase at the cash register. 

 

Srikanth Ramani (44), a third-generation businessman and Director of Sri Ganesh Ram's 777, one of the most well-known South Indian traditional food enterprises, explains that at first, there was no brand name or packaging, but that soon evolved. 777, as a brand, debuted in 1954 and forever altered the course of everyone's life.

 

The brand's numeric nature has provided various benefits, according to Srikanth, including increased recall value and the ability to create a presence abroad.

 

The company was able to sell its products to the United States, the United Kingdom, and even Australia as early as 1958. The brothers began to look at other options as well.

 

R S Narayanasamy Iyer's son, Ramani, took over the firm in the late 1960s and developed it from a modest home-based operation to a larger organisation. 

 

The SGR 777 grew to an 8000-square-foot facility with roughly 40 employees under his supervision. This aided in the expansion of the company and the addition of new products to the lineup. 

 

Srikanth entered the business in 2001, having finished his Masters in Foreign Trade and Business Administration, and learned the skills from the ground up.

 

In the year 2003, Srikanth converted the partnership firm into a private limited company, which was one of the important modifications he made. According to Srikanth, the brand has grown from an 8000-square-foot factory to encompass 3 acres of property in Gummidipoondi, Tamil Nadu, with a production space of almost 50,000 square feet. 

 

Srikanth claims that the company has roughly 150 SKUs (Stock Keeping Units) with ten product categories. For example, the sliced mango pickle is one category, and there are packs of varying quantities of that pickle available for retail - each of which is an SKU. Although India accounts for 80% of sales, the remaining 20% comes from elsewhere.

 

Six business leaders have also been hired by Srikanth for several verticals, including sales and distribution, international sales, accounting, quality assurance, factory operations, and human resources. 

 

Initially, the product line comprised pickles, sambar powder, and chutneys.

 

Despite the lack of a specialised in-house research and development unit, the corporation places a high value on quality control and checks.

 

Taste and quality, accessibility, and consistency, according to Srikanth, are the three primary characteristics that have helped them create a strong brand relationship over the years.

 

While maintaining flavour and quality is critical, the other two factors have shown to be equally crucial. The thing you're selling has to make it to the tiniest store in the farthest reaches of the city. 

 

Only having products accessible in supermarkets and online shopping platforms is no longer sufficient. Brands want to get out to kirana outlets as well. 

 

Srikanth is also actively seeking funding and bringing on board a strategic partner who shares his vision for the company's future. 

 

While the globe has been struggling from the consequences of the pandemic and lockdown, certain companies, such as 777, have done exceptionally well.

 

As an entrepreneur, Srikanth says that with every new product that is introduced, the pride and satisfaction in doing the job increases. From running out of capital to dealing with labour issues and policy changes they have weathered it all. 

 

It's been an incredible journey from having 20 or so staff to now having 300.

 

In March 2021, the company had topline sales of Rs 60 crores, and the goal is to raise the top line by 20% to 25% annualised.

 

While maintaining flavour and quality is critical, the other two factors have shown to be equally crucial. The thing you're selling has to make it to the tiniest store in the farthest reaches of the city. 

 

Only having products accessible in supermarkets and online shopping platforms is no longer sufficient. Brands want to get out to Kirana outlets as well. 

 

Srikanth is also actively seeking funding and bringing on board a strategic partner who shares his vision for the company's future. 

 

While the globe has been struggling from the consequences of the pandemic and lockdown, certain companies, such as 777, have done exceptionally well.

 

As an entrepreneur, Srikanth says that with every new product that is introduced, the pride and satisfaction in doing the job increases. From running out of capital to dealing with labour issues and policy changes they have weathered it all. 

 

It's been an incredible journey from having 20 or so staff to now having 300.

 

In March 2021, the company had topline sales of Rs 60 crores, and the goal is to raise the top line by 20% to 25% annualised.

 

In a couple of years, he expects to reach the Rs 100 crore income threshold, following which he plans to strive toward the Rs 250 crore revenue target.

 

If you enjoyed reading this article and wish to support us by making a contribution or a small donation click on Razor Pay IIB Donation