Balaji Wafers: एक किसान ने कैसे खड़ी कर दी 4000 करोड़ की कम्पनी | Rahul Malodia

Summary

The video script narrates the inspiring journey of Chandubhai Virani, founder of Balaji Wafers, from humble beginnings to creating a ₹3000 crore empire by selling chips and salty snacks. It emphasizes the importance of hard work, learning from failures, and strategic expansion. Chandubhai's dedication to quality and innovation, coupled with a strong brand identity, has positioned Balaji Wafers as a formidable competitor to multinational companies, showcasing the power of perseverance and strategic business acumen in achieving success.

Takeaways

• 💼 **Persistence in Business**: The script highlights the importance of persistence in business, as demonstrated by Chandubhai Virani's multiple attempts and failures before finding success with Balaji Wafers.
• 🚀 **Starting Small, Thinking Big**: Chandubhai started with small ventures and gradually expanded his business, showing that big dreams can start from humble beginnings.
• 🔄 **Adaptability and Learning**: The story emphasizes the need to adapt and learn from failures, as Chandubhai did when transitioning from farming to various other businesses.
• 👨‍👩‍👧‍👦 **Family Involvement**: Family played a crucial role in the growth of Balaji Wafers, illustrating the value of leveraging support and resources within one's community.
• 🛠️ **Importance of Quality**: The script underscores the significance of maintaining high product quality, which was a key factor in Balaji Wafers' popularity and success.
• 💡 **Innovation and Problem Solving**: Chandubhai's approach to solving supply issues by self-producing items and creating his own machinery exemplifies the power of innovation in business.
• 📈 **Geographical Expansion**: The strategy of gradually expanding geographically, one market at a time, is highlighted as an effective method for growing a business.
• 🔄 **Product Diversification**: Balaji Wafers' success is partly attributed to offering a wide variety of products, catering to diverse consumer tastes and preferences.
• 📊 **Rotation Over Margin**: The script points out that high product rotation is more important than high profit margins for sustained business growth.
• 🏷️ **Brand Identity and USP**: Establishing a strong brand identity and unique selling proposition (USP) is crucial for standing out in a competitive market.
• 🌐 **Global Reach**: The company's expansion into international markets and the potential to become a global brand reflects the ambition and scalability of the business.

Q & A

What was the initial career of Chandubhai Virani, the founder of Balaji Wafers?

Chandubhai Virani started his career as a gatekeeper in a cinema hall named Astro Cinema after several failed attempts at starting different businesses.

Why did Chandubhai Virani reject an offer of 4000 crores for his company?

Chandubhai Virani rejected the offer because he considered his company as his child and was not willing to sell it, regardless of the amount.

What was the initial business idea of Chandubhai Virani's family after selling their land?

After selling their land, the family initially ventured into the business of farm equipment and compost seed, which did not succeed.

What was the turning point for Chandubhai Virani's business when he was running the cinema canteen?

The turning point was when they realized that selling masala sandwiches was not profitable due to the issue of leftovers getting damaged, leading them to switch to selling wafers and chips.

How did Balaji Wafers ensure the quality of their products?

Balaji Wafers ensured quality by self-producing the items, maintaining control over the production process, and using high-quality raw materials.

What is the significance of the lesson 'Don't be a crying person' in the context of Chandubhai Virani's entrepreneurial journey?

The lesson emphasizes the importance of finding solutions rather than lamenting over problems, as demonstrated by Chandubhai Virani when he switched from selling sandwiches to chips after facing issues with the former.

What is the importance of geographical expansion in Balaji Wafers' growth strategy?

Geographical expansion was crucial for Balaji Wafers as it allowed them to increase their market presence, starting with a strong base in Gujarat and gradually expanding to other states.

How did Balaji Wafers differentiate themselves from their competitors in terms of product variety?

Balaji Wafers differentiated themselves by offering a wide range of over 50 flavors, which was significantly more than what their competitors offered.

What was the impact of the legal case filed by Pepsi against Balaji Wafers regarding packaging design?

The Bombay High Court ruled in favor of Pepsi, and Balaji Wafers had to change their packaging design. However, the brand's name recognition was strong enough that it did not significantly impact their sales.

What is the philosophy behind Balaji Wafers' approach to business expansion and profitability?

Balaji Wafers' philosophy is that business expansion should focus on quality and price, with the belief that profit will follow as a result of a good business model and customer satisfaction.

How does Balaji Wafers' approach to production capacity contribute to their success?

Balaji Wafers' investment in production capacity, with plants capable of making large quantities of wafers and snacks daily, allows them to meet demand and expand their market presence efficiently.

Outlines

00:00

😀 The Inspiring Journey of Chandubhai Virani and Balaji Wafers

This paragraph introduces the story of Chandubhai Virani, the founder of Balaji Wafers, who started with a humble salary and achieved a turnover of over 3000 crores by selling chips and salty snacks. The narrative emphasizes the importance of product quality and self-behavior in competing with multinational companies. It sets the stage for a discussion on branding and marketing strategies, and the video promises to reveal how to stand out in a crowded market. The script also references a previous video on brand development with Sanjeev Juneja and encourages viewers to subscribe for more stories of local heroes who have built successful businesses from scratch.

05:05

🚀 Overcoming Failures and the Path to Entrepreneurial Success

The second paragraph delves into Chandubhai Virani's early failures in various businesses, including farming, farm equipment, and a college mess, before finding his footing as a gatekeeper at Astro Cinema. It highlights the importance of hard work and not being deterred by initial setbacks. The story progresses to how Chandubhai's diligence led to running the cinema's canteen, where he learned the importance of product quality and timely delivery. The decision to self-produce chips due to unreliable vendors marked the beginning of Balaji Wafers' success, underscoring the value of self-reliance and adaptability in business.

10:06

🛠️ Building a Business Empire Through Innovation and Expansion

This paragraph discusses the growth of Balaji Wafers from a small-scale operation to a 3000-crore business. It outlines the strategic steps taken by Chandubhai, such as maintaining product quality, learning from failures, and expanding the business geographically. The narrative also touches on the importance of not crying over setbacks but finding solutions, the value of hard work, and the wisdom of delegation. Chandubhai's ambitious nature is highlighted, as he sought to expand beyond local success, eventually covering multiple states and achieving significant market share.

15:06

🌏 Balaji Wafers' Expansion Strategy and Market Domination

The fourth paragraph focuses on Balaji Wafers' expansion strategies, including geographical growth and product diversification. It details the company's approach to capturing market share in various states and the introduction of over 50 varieties of snacks to cater to diverse tastes. The importance of rotation over margin is emphasized, showcasing the company's high turnover rate. The paragraph also discusses the company's response to a legal challenge from Pepsi, highlighting the significance of brand recognition and the impact of changing packaging designs. Chandubhai's rejection of a 4000-crore acquisition offer from PepsiCo illustrates his commitment to the brand and his vision for its future.

🏆 The Philosophy Behind Balaji Wafers' Success and Future Prospects

The final paragraph wraps up the story of Balaji Wafers, emphasizing Chandubhai's business philosophy that prioritizes quality and customer satisfaction over profit. It outlines the company's lack of sales targets and its focus on gaining consumer love. The narrative also touches on the company's expansion plans, including establishing production plants in every state they enter to reduce logistics costs. The paragraph concludes with a reflection on the company's potential to become a major player in the FMCG sector, comparing it to Haldiram, and ends with a call to action for viewers to share the inspiring story and support the channel.

Keywords

💡Turnover

Turnover refers to the total gross income or sales volume of a business over a specific period. In the video's context, it highlights the significant financial achievement of Balaji Wafers, which had a turnover of more than 3000 crores last year, showcasing the company's success and growth.

💡Branding

Branding is the process of creating a unique name, symbol, or design that identifies and differentiates a product or service from others in the marketplace. The video emphasizes the importance of branding strategies in building the Balaji Wafers brand, which helped it stand out in a competitive market.

💡Marketing Strategies

Marketing strategies are the methods and tactics used to promote and sell products or services. The video discusses the innovative marketing strategies employed by Balaji Wafers, such as emphasizing variety, quality, and value for money, which contributed to its success.

💡Quality

Quality refers to the standard or grade of something, often in terms of its excellence. The script mentions that Balaji Wafers' commitment to product quality was a key factor in its success, as high-quality products are more likely to gain consumer trust and loyalty.

💡Competition

Competition refers to the contest or rivalry between two or more entities for the same objective or market share. The video script talks about how Balaji Wafers was able to give tough competition to multinational companies by focusing on quality and self-behavior.

💡Expansion

Expansion in a business context means increasing the size, scope, or reach of a company. The video outlines Balaji Wafers' strategic expansion, both geographically across states and in terms of product variety, which helped the company grow its market presence.

💡Delegation

Delegation is the act of entrusting tasks or responsibilities to others. The script highlights the importance of delegation in business growth, as Chandubhai Virani delegated production tasks to family members, allowing him to focus on scaling the business and innovating.

💡Unique Selling Proposition (USP)

A Unique Selling Proposition is a marketing term for a distinctive attribute or combination of attributes that makes a company's product or service unique in the marketplace. The video mentions Balaji Wafers' USP as having a wide variety of flavors, which differentiated them from competitors.

💡Profit

Profit is the excess of revenues over the costs in a business, reflecting the financial success of a venture. The video script discusses the philosophy that profit is a result of successful business operations, emphasizing the importance of focusing on quality and customer satisfaction rather than solely on profit.

💡Rotation

In business, rotation refers to the rate at which inventory is sold and replaced. The video points out that Balaji Wafers has a high rotation rate, meaning their products sell quickly, which is more important than a high profit margin for sustainable business success.

💡Innovation

Innovation is the process of introducing new ideas, methods, or products. The script describes how Balaji Wafers innovated by offering a wide range of snack varieties, which was crucial for adapting to different regional tastes and expanding their market.

Highlights

Chandubhai Virani rejected a 4000 crore offer for his company, Balaji Wafers, comparing it to selling his own child.

Balaji Wafers started from a humble beginning with a failed farming business and multiple business attempts before finding success in wafers and chips.

Chandubhai's initial ventures in farming, farm equipment, and a college mess failed before he found his niche.

Working as a gatekeeper at Astro Cinema led to opportunities due to Chandubhai's hard work and versatility, eventually resulting in running the cinema's canteen.

The initial success with masala sandwiches in the canteen led to the idea of selling wafers and chips when sandwich sales became unprofitable.

Chandubhai's decision to self-produce chips due to unreliable vendors resulted in a product of exceptional quality that became popular.

The importance of hard work and competence in achieving success, as demonstrated by Chandubhai's journey from gatekeeper to business owner.

Balaji Wafers' growth from a small business to a 3000-crore brand through perseverance and strategic business decisions.

The value of not crying over setbacks but instead finding solutions, as exemplified by Chandubhai's transition from sandwiches to chips.

The strategic expansion of Balaji Wafers, starting with a strong local presence in Gujarat before moving to other states.

The introduction of a self-made machine for chip production, emphasizing the importance of investing in machinery for efficiency.

The lesson of delegation as a key to scaling the business, allowing Chandubhai to focus on growth rather than being tied to production.

Geographical expansion strategies that involved building a strong market presence in one area before moving to the next.

The importance of product variety and innovation, with Balaji Wafers offering over 50 varieties of snacks to cater to diverse tastes.

The significance of rotation over margin in business, with Balaji Wafers achieving a high turnover rate for sustained profitability.

Balaji Wafers' unique selling proposition (USP) of variety, lower prices, and 'low air, more wafers' slogan in their marketing.

The impact of a legal battle with PepsiCo over packaging design and how Balaji Wafers adapted without significant brand impact.

Chandubhai's philosophy on business growth and profit, emphasizing quality and price over sales targets for sustainable expansion.

The future potential of Balaji Wafers as a major FMCG player, with plans for expansion and exports, reminiscent of Haldiram's success story.

Transcripts

If a person who started his career with a salary of ₹ 90 per month gets an offer of 4000 crores and rejects it,

then what would you say?

On the basis of product quality and self-behaviour, the one who can give tough competition to multinational companies

What would you say to him?

who achieved a turnover of more than 3000 crores last year and this turnover was not achieved by selling

of gold and silver but achieved through selling chips and salty snacks

Today, we will discuss the person who was awarded the title "Sultan of Wafers"

Balaji Wafers and its founder

Chandubhai Virani

This video is for every person who believes that success is achieved by struggle and clean intention

and in this video, you will get to know about amazing branding and marketing strategies

therefore, watch the video till the end if you want to see the crowd in the big world where there

are thousands of people selling each and everything, how do you stand out in this crowd

this video is for you especially

Before starting the video, I would be happy to share one thing

Do you remember, I did a video last month like in the ways the brands are developed

where I did a case study on Sanjeev Juneja who created brands such as Kesh King, Dr. Ortho and Pet Saffa

and those case studies had many branding and marketing lessons,

and I got much love in the comment box from each and every people who listened to those case studies

the people I met said that I got to learn a lot but the best gratitude

moment for me was when I received a call from Sanjeev Juneja himself and he appreciated and said that

Appreciated and said that Rahul Ji,

I appreciate what you are doing to take forward small businesses

so, I was very inspired by that gesture of Sanjeev Juneja Ji, I was very proud

but one thing came to my mind that day that

I told one story of a local hero and I am getting such a good response, so why not tell the story of other local heroes as well,

now I have told many stories of Ambani, Adani and Tata and I will narrate further as well but what is really special

comes from a small person like a person who started from zero and touched ten to twenty thousand crores business,

and how did he reach?

so now any individuals who have not subscribed to the channel till now, subscribe and keep it because

the case study of many such local heroes is about to come!

Kajaria, MDH, Goldiee Masale, Dharmapal Satyapal, Pidilite, Havells

There will be case studies about to come for the local heroes who started from zero and now reached the level of ten and twenty thousand crores level

so let's start the second video of this series with Balaji Wafers and Chandu Bhai Virani,

Whose business is in every vein, he is Gujarati. A story starts

from Dhoraji, a small village in Gujarat near Jamnagar. Here Popat Ramjibhai Virani

used to do farming with his three sons, but there came a time when the crop failed due to bad weather

Popat Ramjibhai Virani said that there is nothing left in farming, we should do some other thing with selling the land.

So in 1972, he got 20000 Rs by selling his land and it was a big deal back then.

After this, he says let's do some business and so do work of farm equipment and compost seed and that's all we know

but at that time they got a little trick, they had little business knowledge

and hence, that money was finished at the time

So, they said that they need to do something for living and family, however, there was no land left in the village for them

They reached Rajkot with the whole family, at that time Chandubhai age was 15 years only

When he reached Gujarat, he started a mess to provide food to children in the college

However, that also failed while they got no profit

and in helplessness, Chandubhai started working as a gatekeeper in the cinema hall named Astro Cinema,

and all the family gradually settled in small jobs in the nearby areas

Lessons Number 1 - it is not necessary that you get success in the first business.

Think, when Chandubhai did farming, it didn't work, then he came into equipment, it didn't work too and when he started the mess, it also not worked out and so,

he now started working in a job

Chandubhai changed four businesses but has not reached yet around wafers, but the fire inside him to earn and do something didn't die

So, anytime when I told stories during my Vyapari to CEO class or advanced courses like this is the strategy or those strategies

many people say, sir these people are the CEO, big people, they do these things, and how can we small businesses accomplish such things?

These all big CEOs used to be small and today I will tell you the story of Balaji Wafers

and now you will say Rahul Ji - Where is this brand worth 3000 crores, where should we compare it?

so, brother, this brand is worth ₹ 3000 crores at present, when it was nothing in the 1980s, at least learn from there

Now you all are thinking that when Wafers come into the scene, as he is the gatekeeper of the cinema hall

do you remember in my money course where I tell you that with the level of value you give, you get the same return and never say that my

work is this only and I will only do this. Though Chandubhai got the work of gatekeeper but he also did sticking posters and

ticket checking work and he did all the tiny work that was told and never tantrums that he will not do it,

used to say, he used to reduce everything, he did not throw tantrums that he will not do it,

This gave the owner of the theatre the thought, that these people are hardworking and so, let's give them the contract of canteen

Hence, they got the contract for the theatre canteen because of their hard work and competencies

Hence, the family decided to sell masala sandwiches

Hence, they sell masala sandwiches and also realized profit but

they make 100 masala sandwiches at once and assume if 80 sold and the 20 that were left out will be damaged

and this makes 80 sold profit to be adjusted with those 20 left out ones

Hence, he says that this will not work out like with selling masala sandwiches and that we need to do something

Let's go with selling wafers and chips. Hence, they found one chips vendor

now that vendor is coming late and there is only a 15-minute interval in the cinema hall

and during those 15 minutes, if the vendor didn't show up or came late, the chips will not be sold

Hence, they changes three vendors again and again and said that

some amount though left in the wafers but the vendors did not come on time

Hence, they decided to self-produce the items. They now take a place on rent and Chandubhai by self-started to make chips

and when a person makes a product by their self-hand, then obviously the quality is maintained and he has to serve so many people and

in the beginning, the product must be good, then the quality of their product is so much wonderful that wafers

and chips have become popular and hit

here it comes out with lesson number 2

If you work hard, success will surely come to you

it is a saying that - a person gets the place with his ability and competence

Like Chandubhai has competence irrespective he was made gatekeeper and he achieved the goals but with hard work

So, it would be best to find opportunities near your surroundings and grab them when you find them.

Lesson No. 3 - "Dont be a crying person"

Don't cry like they say that we have made sandwiches and it's our work and now, we are not able to earn profit from it and you are crying

though Chandubhai did not cry, as he said as now there is no profit, what to do, let's do something different

Started business of chips, as if the vendor did not come on time, started crying - Hey, he is not coming on time

though, Chandubhai didn't cry, he found a way

I know many people who if something is not going right in business, cry rather than find a solution

Sir, we are not able to find employees and they are crying as if they are not able to find them, they should do something other

Sir, that person is not listening to me and crying, Hey! brother, do something.

Don't cry, as if there is a problem, we must find a solution

So, what do you think as someone has started making chips from a small place and made an umpire worth 3000 crores,

no brother, it is done step by step. What comes as the first problem was when their chips gradually became popular, then every man had to eat chips,

and Chandubghai was alone who was making the chips. Hence, how much can a single and alone man make?

so, he called out other family brothers and family ladies that you all come to make it. However, no one is well aware of how to make chips?

and at the time of making, some had more salt than others, some had less salt, some burnt some left it raw, it is a big problem,

but Chandubhai said no problem, it is spoiling, so the goods are spoiled. Let it happen, make it twice, make it wrong three times, and then learn it right

and by doing this, slowly two-four people in the family learned to make it

and now Chandubhai was free now

and now Chandubai said that why sell in one canteen only? let's make it in two to three canteen

he talk to nearby theatres and started selling in three theatres, now they said

why sell in only three theatres and find nearby retailers too, then they

started selling chips at the shops by bicycle. Then he shifted to the bike so that to go a little further away from the bike and sold products,

and then gradually, they got a scale in the business

Now when there are three canteens, there are 20-25 retailers, then they said, now people in families making chips are not enough

We need to purchase the machine. However, they found a machine for making potato chips is very expensive, which means it is very

expensive, so who will do it, then he understood the machine closely, brought parts from the market, and created the machine by himself

and started the work.

He has a philosophy and You note that he said investment in machine

is always the best investment. Invest the money once and for 24 hours, and it is working without any issue

there are various tantrums and holidays of people though it is not the case for machine

Lesson No. 4 - Learn Delegation (Most Important, Most Important and Most Important)

said thrice, learn delegation. Learn to transfer your work to other people

if Chandu Bhai would say I can only make good chips and If I give them to others, they will spoil them.

then even today, who would have known Chandubhai as he would have been sitting at the chips shop even today

Chandu Bhai gave a delegation to the family members

and when he got free from the everyday chips making process,

then only he went to the market, that's why he make the business scale, that's why the machine came

that's why the idea came. So as long as you keep sitting at the shop, you will keep sitting, delegate the

people to someone, the whole market is waiting for you.

Let's talk about expansion

As the machine was brought to him, the product was his, the customer was his,

and now if there is any normal man, he would have been happy.

Let's sell this many kgs chips, this much profit comes and it is sufficient for living

Many businessmen are like this only sitting in small shops for "Dal Roti"

But Chandubhai says we are not sitting here for only "Dal Roti". He is an ambitious person and planned things

If you see my old videos, I have told you four ways to do an expansion

Chandubhai used the same ways

The first way to expand is to make geographical expansion, you increase the area,

now the big MNCs have high capital and more labour and so, expand their area altogether in the whole of India or five states

and Chandubhai says that we have less money and fewer people as well. So, I will build a fort at a time,

one market at a time, first street, second street, ten streets, twenty streets, then gradually I will make my fort and strengthen it.

Initially, he gradually covered the whole of Gujarat and acquired a 90% market share

At a distance of every 100 meters, you will get Balaji's product

After that Rajasthan is connected, so he went there, then Maharashtra, Goa, Madhya Pradesh

was ed from him, Maharashtra was ed there, went to Goa, went to Madhya Pradesh, went to Madhya Pradesh,

and in these four states, the company captured more than 70%

and now gradually it is present in more than 11 states.

In five states it has leadership and in the rest of the states, it is gradually expanding its presence.

Lesson No. 5 - "Expand your Limits"

If you tie a cow with a knot and if the cow is roam to that nearby area,

the cow will eat that much only

You will be able to serve small streets in the small city with a small shop or small office

you need to go outside and do the geographical expansion.

The second expansion after the area is "expansion in the product"

By selling only chips, one can not go further. "Jaisa Desh (Country) vaisa Bhes (Clothes)"

As you are covering the whole of Gujarat or any four states, then the taste of the people of each state is different

Different people have also a different tastes and so, only one product is not enough

Hence, they sold 23 types of snacks of different varieties of the product, sour, sweet, fruitful, salty, gram, gram, then

brought 14 varieties of wafers as well. Take salt ones, chilli ones, take lemon ones, take banana ones, take mint ones,

take whichever flavour you want, other than that they have Western snacks in 14 varieties, and they have sold nachos

and noodles while more than 50 varieties of their products are available in the market

the quality of their products is getting superior, for example, if a packet of ₹ 10 is being sent, then

78% of the cost is raw material, that is, ₹ 7.80 resources are used in an item worth ₹ 10 and 65% is the industry average

i.e. they give 13% more items as in comparison to the other companies in the market

now, you will think as they are giving 13% more items and thus, profit will be less.

No, they lowered other expenses to 9-10% and their margin is 10-12%

Now, you may be thinking that 12-15% is enough?

All the people who have done advanced courses with me or you have attended business classes

what do I say, margin is not important, rotation is important.

So, where the companies in the industry have a rotation of 15, Chandubhai company rotation is 25

Every 15 days, the complete products are sold in the market

For instance, if they have goods worth ₹ 1 crore, then they sell 25 crores from the goods worth ₹ 1 crore, so many times they rotate

Lesson No. 6 - "Make Yourself Versatile"

In India, you cannot rely on just one product in any area,

because that product may be liked by people in that particular street or in the locality,

but as you expand, you will have to do different varieties, then innovation in the product is compulsory.

Lesson No. 7 is - "Rotation is more important than margin"

Your margin of the product is 50 per cent and it takes 3 months to sell the goods then you will not able to earn

that much but your margin is just 5%, however, if the goods are sold daily then you will earn more

Now, as I promised you to teach a good thing in branding and marketing

Listen carefully!

When you go to such a crowded market where everyone is selling the same product then it is very

important for you to have a USP. It means a unique selling proposition and how you are different from your competition needed to state

What was their identity? Their identity is that they have a lot of variety

Other companies have Five flavours, Eight flavours, and 10 flavours whereas Balaji has more than 50 flavours. This is their beauty

The second thing is that their price is cheap. It means the amount in which Lays is available, Balaji sells at less price comparatively or

give more items and hence, lower prices and higher volume

and thirdly, their competition i.e. lays is infamous because of air in the packets

So, Balaji made a slogan - "Low air, more wafers and many flavours"

It means they show the downside to the competition by using the word air, promoting themselves by saying more wafers and showing USP by specifying flavours

and marketed it in a tremendous way. Look at these two videos.

Now, when they were growing so fast, it was obvious that Pepsi got irritated and filed a legal case against the company

how did you copy Pepsi's design, and it may be possible that they have done it

Bombay High Court gave a decision in favour of Pepsi's

with saying Balaji, you copied it. Due to this, they have to change their designs.

As Identification is done by the design of packets. Now the design has changed, who will identify it?

However, the name is more important than the design in terms of the identification of a brand

Everyone remembered Balaji and after changing the design, it caused no big impact on the company brand

At that time, when the company sale was around thousand crores, many companies came to buy them

Now, they have not told the name,

but as PepsiCo is one of the biggest competitors and Balaji is the threat to them

so they offered Balaji an offer of 4000 crores to acquire the brand

but he said one thing that touched my heart

Chandubhai said "My company is like my kids and I do not sell my kids"

Now you could have a question what does Pepsi give?

The lays and Kurkere belong to PepsiCo only.

Another great expansion strategy of Balaji is production capacity

When you will not make it? How you will be able to sell it?

Since 2003, when the world is making chips by their hand, the company is using machines from that time period

and they have a tremendous plant of machines

At present, these plants can make 800000 kg wafers and 10 00000 kilos of snacks per day

We have three plants in Gujarat and one in Indore,

one is coming in Uttar Pradesh and the company is saying that they will develop a plant in every state they enter as

to save the logistics expenses and there we can serve people as soon as possible.

There is a dialogue of Chandu Bhai ji which I would like to share with you. I liked it very much

"Business does not come with profit, Profit came from business"

Hence, the business must consider the quality and price aspects, the business will continuously expand

, then the profit will come automatically

The company also say that they do not have any sales target

We are such an FMCG company that does not give a target that if it had not done so much then it will happen

Our product is good, we want more and more people to eat it and

we need people's love, we don't want market share

it's a good technique for speaking

Everyone wants market share though I like the saying

Hence, this is the story of India's second-largest potato wafers company

the first one is obviously PepsiCo and lays because they do it all over India level

and Balaji is a regional player but it is the biggest regional player in the Western market become big and gives you some tips, then do comment and tell me by liking the video and please

In the last year, the company turnover was more than 3000 crores with having presence in 11 states and currently, they have available whole of India

The company also started to export their products to many countries

but when the story of Balaji Wafers, I think

you can see a new Haldiram in the next 10 years

So, if this story inspires you like a small businessman is turning into big businessmen

you must tell me either by putting a comment or by liking the video

or please share it in maximum WhatsApp and family groups

so that if any kid sitting in the corner who does not want to do a job and says that he wants to do business,

maybe he can be inspired

"Thank You, Jay Hind!"