Keggfarms Analysis Report

Expansion Prospects:
 New markets: The market for Keggfarms’ products has been confined to the north and the east
of India. Despite having a farm and a hatchery in the south of India, the market there in untapped.
Given the existing set up in the south, its seems to be ideal new market to tap into; simultaneously
building up on the current capacity, developing distribution infrastructure, vendor network and
gradually expanding in the western and central states of India.

This would require careful selection of the markets based on identification of areas where
backyard poultry farming is prevalent, good rate of consumption of chicks to facilitate sustainable
financials & densely located areas to enable efficient distribution.

In order to establish hold in the newly explored market, they need to seed the market with
demonstration of Kuroiler chicks & providing initial discounts. Keggfarms is experienced and has
proven to be an expert in this.

 Penetration in existing market: Given the robust financial forecasts and proven track record, it
would make penetration in existing markets seamless.
Kuroiler financial forecast for year 2009-2010 (in Rs.)

Units Sold 158 lakhs

Selling price per unit ~7.5 to 8
Revenue 158*8 = 1264 lakhs
COGS/unit 6.25
Total COGS 158*6.25 = 987.5 lakhs
Profit (Revenue – COGS) 276.5 lakhs

 Export: Exporting the KEGGS to international markets which will provide substantial margins. The
additional revenue generation will support the expansion and growth plans.

The Imitation Game:

 KEGGS:
o Innovating and introducing an easy, DIY ‘colour test’ to differentiate between original
and fake products. This test should be advertised on the packaging & must be catchy
o Introducing holograms on each box/package as a seal of authenticity
o Introducing the KEGGs to major online and offline retail stores to beat competition
 Kuroiler:
o Spreading awareness among the villagers through the vendors. This method will yield
results after continuous efforts for a long period of time.

Leadership Conundrum:

High performing employees should be identified and involved in day to day decision making process
because the employees understand the structure of the company and the social emphasis of the
business. Kapur himself should select his successor among the identified leaders who can take his
vision further.
Submitted by:

Vaibhav Arora (I005)

Sachin R C (I007)

Arpit Gwal (I024)

Rasika Kakade (I028)

Deshaj Pandit (I048)

Bakti Shetty (I060)